Leadership

Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n

The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

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\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

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\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 10 of 12 Previous 1 … 9 10 11 12 Next

\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 10 of 12 Previous 1 … 9 10 11 12 Next

\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

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\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 10 of 12 Previous 1 … 9 10 11 12 Next

\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

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\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 10 of 12 Previous 1 … 9 10 11 12 Next

\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 10 of 12 Previous 1 … 9 10 11 12 Next

\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 10 of 12 Previous 1 … 9 10 11 12 Next

\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 10 of 12 Previous 1 … 9 10 11 12 Next

\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 10 of 12 Previous 1 … 9 10 11 12 Next

\n
More recently, I have been in contact with many aspiring and active entrepreneurs. Selling is something that they do with every breath.<\/p>\n\n\n\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

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\n
As a team leader, I needed to sell the vision of the project to the team, to get everybody\u2019s buy in.<\/p>\n\n\n\n
More recently, I have been in contact with many aspiring and active entrepreneurs. Selling is something that they do with every breath.<\/p>\n\n\n\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 10 of 12 Previous 1 … 9 10 11 12 Next

\n
Further on, when I used to be active in small groups, selling was more of ideas and to get the team to converge on something, that the group can take as an action.<\/p>\n\n\n\n
As a team leader, I needed to sell the vision of the project to the team, to get everybody\u2019s buy in.<\/p>\n\n\n\n
More recently, I have been in contact with many aspiring and active entrepreneurs. Selling is something that they do with every breath.<\/p>\n\n\n\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 10 of 12 Previous 1 … 9 10 11 12 Next

\n
As a child, I used to come up with various ideas for almost anything, and ask for Rs. 1000\/- per idea. Being a child, nobody would want to pay money, that too a thousand Rupees \u2013 but, I would get something else as an appreciation for my efforts. A toffee, a cone ice cream etc.<\/p>\n\n\n\n
Further on, when I used to be active in small groups, selling was more of ideas and to get the team to converge on something, that the group can take as an action.<\/p>\n\n\n\n
As a team leader, I needed to sell the vision of the project to the team, to get everybody\u2019s buy in.<\/p>\n\n\n\n
More recently, I have been in contact with many aspiring and active entrepreneurs. Selling is something that they do with every breath.<\/p>\n\n\n\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 10 of 12 Previous 1 … 9 10 11 12 Next

\n
$\"sell-it\"$ <\/a><\/figure>\n\n\n\n
As a child, I used to come up with various ideas for almost anything, and ask for Rs. 1000\/- per idea. Being a child, nobody would want to pay money, that too a thousand Rupees \u2013 but, I would get something else as an appreciation for my efforts. A toffee, a cone ice cream etc.<\/p>\n\n\n\n
Further on, when I used to be active in small groups, selling was more of ideas and to get the team to converge on something, that the group can take as an action.<\/p>\n\n\n\n
As a team leader, I needed to sell the vision of the project to the team, to get everybody\u2019s buy in.<\/p>\n\n\n\n
More recently, I have been in contact with many aspiring and active entrepreneurs. Selling is something that they do with every breath.<\/p>\n\n\n\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 10 of 12 Previous 1 … 9 10 11 12 Next

\n
One related question I hear from many of my coachees is \"visibility\" within the organization. More on that in a later post.<\/p>\n","post_title":"Networking - when and how to begin?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"networking-when-and-how-to-begin","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:58","post_modified_gmt":"2024-01-29 14:50:58","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1521","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1517,"post_author":"30","post_date":"2014-10-29 09:30:26","post_date_gmt":"2014-10-29 04:00:26","post_content":"\n
$\"sell-it\"$ <\/a><\/figure>\n\n\n\n
As a child, I used to come up with various ideas for almost anything, and ask for Rs. 1000\/- per idea. Being a child, nobody would want to pay money, that too a thousand Rupees \u2013 but, I would get something else as an appreciation for my efforts. A toffee, a cone ice cream etc.<\/p>\n\n\n\n
Further on, when I used to be active in small groups, selling was more of ideas and to get the team to converge on something, that the group can take as an action.<\/p>\n\n\n\n
As a team leader, I needed to sell the vision of the project to the team, to get everybody\u2019s buy in.<\/p>\n\n\n\n
More recently, I have been in contact with many aspiring and active entrepreneurs. Selling is something that they do with every breath.<\/p>\n\n\n\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 10 of 12 Previous 1 … 9 10 11 12 Next

\n
Lastly, for anything to succeed one has to have the desire, then comes the effort and discipline for achieving it. A small progress or a step with positive result, is the best encouragement for you to strive towards your goals. Do ponder on your actions and results to stay focused on continuing to do this.<\/p>\n\n\n\n
One related question I hear from many of my coachees is \"visibility\" within the organization. More on that in a later post.<\/p>\n","post_title":"Networking - when and how to begin?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"networking-when-and-how-to-begin","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:58","post_modified_gmt":"2024-01-29 14:50:58","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1521","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1517,"post_author":"30","post_date":"2014-10-29 09:30:26","post_date_gmt":"2014-10-29 04:00:26","post_content":"\n
$\"sell-it\"$ <\/a><\/figure>\n\n\n\n
As a child, I used to come up with various ideas for almost anything, and ask for Rs. 1000\/- per idea. Being a child, nobody would want to pay money, that too a thousand Rupees \u2013 but, I would get something else as an appreciation for my efforts. A toffee, a cone ice cream etc.<\/p>\n\n\n\n
Further on, when I used to be active in small groups, selling was more of ideas and to get the team to converge on something, that the group can take as an action.<\/p>\n\n\n\n
As a team leader, I needed to sell the vision of the project to the team, to get everybody\u2019s buy in.<\/p>\n\n\n\n
More recently, I have been in contact with many aspiring and active entrepreneurs. Selling is something that they do with every breath.<\/p>\n\n\n\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 10 of 12 Previous 1 … 9 10 11 12 Next

\n
If you are the type who feels inhibited to make an opening, then do not worry. I was advised by one of my mentors to just listen and not worry about talking and enjoy being there. If you listen and observe intently you will find yourself talking soon. Your focus on the interactions and not on your perceived ability, does the trick. Try it a couple of times and see for yourself.<\/p>\n\n\n\n
Lastly, for anything to succeed one has to have the desire, then comes the effort and discipline for achieving it. A small progress or a step with positive result, is the best encouragement for you to strive towards your goals. Do ponder on your actions and results to stay focused on continuing to do this.<\/p>\n\n\n\n
One related question I hear from many of my coachees is \"visibility\" within the organization. More on that in a later post.<\/p>\n","post_title":"Networking - when and how to begin?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"networking-when-and-how-to-begin","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:58","post_modified_gmt":"2024-01-29 14:50:58","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1521","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1517,"post_author":"30","post_date":"2014-10-29 09:30:26","post_date_gmt":"2014-10-29 04:00:26","post_content":"\n
$\"sell-it\"$ <\/a><\/figure>\n\n\n\n
As a child, I used to come up with various ideas for almost anything, and ask for Rs. 1000\/- per idea. Being a child, nobody would want to pay money, that too a thousand Rupees \u2013 but, I would get something else as an appreciation for my efforts. A toffee, a cone ice cream etc.<\/p>\n\n\n\n
Further on, when I used to be active in small groups, selling was more of ideas and to get the team to converge on something, that the group can take as an action.<\/p>\n\n\n\n
As a team leader, I needed to sell the vision of the project to the team, to get everybody\u2019s buy in.<\/p>\n\n\n\n
More recently, I have been in contact with many aspiring and active entrepreneurs. Selling is something that they do with every breath.<\/p>\n\n\n\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 10 of 12 Previous 1 … 9 10 11 12 Next

\n
In my experience these events certainly help you make a few contacts, you will always find a few persons whom you will find interesting and knowledgeable and connect effortlessly. The key is to nurture this - see that you follow-up with a mail and\/or a call.<\/p>\n\n\n\n
If you are the type who feels inhibited to make an opening, then do not worry. I was advised by one of my mentors to just listen and not worry about talking and enjoy being there. If you listen and observe intently you will find yourself talking soon. Your focus on the interactions and not on your perceived ability, does the trick. Try it a couple of times and see for yourself.<\/p>\n\n\n\n
Lastly, for anything to succeed one has to have the desire, then comes the effort and discipline for achieving it. A small progress or a step with positive result, is the best encouragement for you to strive towards your goals. Do ponder on your actions and results to stay focused on continuing to do this.<\/p>\n\n\n\n
One related question I hear from many of my coachees is \"visibility\" within the organization. More on that in a later post.<\/p>\n","post_title":"Networking - when and how to begin?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"networking-when-and-how-to-begin","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:58","post_modified_gmt":"2024-01-29 14:50:58","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1521","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1517,"post_author":"30","post_date":"2014-10-29 09:30:26","post_date_gmt":"2014-10-29 04:00:26","post_content":"\n
$\"sell-it\"$ <\/a><\/figure>\n\n\n\n
As a child, I used to come up with various ideas for almost anything, and ask for Rs. 1000\/- per idea. Being a child, nobody would want to pay money, that too a thousand Rupees \u2013 but, I would get something else as an appreciation for my efforts. A toffee, a cone ice cream etc.<\/p>\n\n\n\n
Further on, when I used to be active in small groups, selling was more of ideas and to get the team to converge on something, that the group can take as an action.<\/p>\n\n\n\n
As a team leader, I needed to sell the vision of the project to the team, to get everybody\u2019s buy in.<\/p>\n\n\n\n
More recently, I have been in contact with many aspiring and active entrepreneurs. Selling is something that they do with every breath.<\/p>\n\n\n\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 10 of 12 Previous 1 … 9 10 11 12 Next

\n
Second area to focus on are the professional events - there will be events where your technical or managerial domain will be the focus. You may be sponsored\/encouraged by your organizations to attend them, do not let is pass citing an excuse of being busy. Do make time to attend a few of them. If you find that you do not have this opportunity then see that you find such events and enroll yourself.<\/p>\n\n\n\n
In my experience these events certainly help you make a few contacts, you will always find a few persons whom you will find interesting and knowledgeable and connect effortlessly. The key is to nurture this - see that you follow-up with a mail and\/or a call.<\/p>\n\n\n\n
If you are the type who feels inhibited to make an opening, then do not worry. I was advised by one of my mentors to just listen and not worry about talking and enjoy being there. If you listen and observe intently you will find yourself talking soon. Your focus on the interactions and not on your perceived ability, does the trick. Try it a couple of times and see for yourself.<\/p>\n\n\n\n
Lastly, for anything to succeed one has to have the desire, then comes the effort and discipline for achieving it. A small progress or a step with positive result, is the best encouragement for you to strive towards your goals. Do ponder on your actions and results to stay focused on continuing to do this.<\/p>\n\n\n\n
One related question I hear from many of my coachees is \"visibility\" within the organization. More on that in a later post.<\/p>\n","post_title":"Networking - when and how to begin?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"networking-when-and-how-to-begin","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:58","post_modified_gmt":"2024-01-29 14:50:58","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1521","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1517,"post_author":"30","post_date":"2014-10-29 09:30:26","post_date_gmt":"2014-10-29 04:00:26","post_content":"\n
$\"sell-it\"$ <\/a><\/figure>\n\n\n\n
As a child, I used to come up with various ideas for almost anything, and ask for Rs. 1000\/- per idea. Being a child, nobody would want to pay money, that too a thousand Rupees \u2013 but, I would get something else as an appreciation for my efforts. A toffee, a cone ice cream etc.<\/p>\n\n\n\n
Further on, when I used to be active in small groups, selling was more of ideas and to get the team to converge on something, that the group can take as an action.<\/p>\n\n\n\n
As a team leader, I needed to sell the vision of the project to the team, to get everybody\u2019s buy in.<\/p>\n\n\n\n
More recently, I have been in contact with many aspiring and active entrepreneurs. Selling is something that they do with every breath.<\/p>\n\n\n\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 10 of 12 Previous 1 … 9 10 11 12 Next

\n
Once, when I was looking out for a job using my network, I made it a point to call and thank all those who forwarded my resume to their contacts and I sent a book as a gift to thank all those contacts whose help took me to the interview stage. I did it without any motive and what amazed me was the warmth from these contacts in all my future interactions.<\/p>\n\n\n\n
Second area to focus on are the professional events - there will be events where your technical or managerial domain will be the focus. You may be sponsored\/encouraged by your organizations to attend them, do not let is pass citing an excuse of being busy. Do make time to attend a few of them. If you find that you do not have this opportunity then see that you find such events and enroll yourself.<\/p>\n\n\n\n
In my experience these events certainly help you make a few contacts, you will always find a few persons whom you will find interesting and knowledgeable and connect effortlessly. The key is to nurture this - see that you follow-up with a mail and\/or a call.<\/p>\n\n\n\n
If you are the type who feels inhibited to make an opening, then do not worry. I was advised by one of my mentors to just listen and not worry about talking and enjoy being there. If you listen and observe intently you will find yourself talking soon. Your focus on the interactions and not on your perceived ability, does the trick. Try it a couple of times and see for yourself.<\/p>\n\n\n\n
Lastly, for anything to succeed one has to have the desire, then comes the effort and discipline for achieving it. A small progress or a step with positive result, is the best encouragement for you to strive towards your goals. Do ponder on your actions and results to stay focused on continuing to do this.<\/p>\n\n\n\n
One related question I hear from many of my coachees is \"visibility\" within the organization. More on that in a later post.<\/p>\n","post_title":"Networking - when and how to begin?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"networking-when-and-how-to-begin","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:58","post_modified_gmt":"2024-01-29 14:50:58","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1521","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1517,"post_author":"30","post_date":"2014-10-29 09:30:26","post_date_gmt":"2014-10-29 04:00:26","post_content":"\n
$\"sell-it\"$ <\/a><\/figure>\n\n\n\n
As a child, I used to come up with various ideas for almost anything, and ask for Rs. 1000\/- per idea. Being a child, nobody would want to pay money, that too a thousand Rupees \u2013 but, I would get something else as an appreciation for my efforts. A toffee, a cone ice cream etc.<\/p>\n\n\n\n
Further on, when I used to be active in small groups, selling was more of ideas and to get the team to converge on something, that the group can take as an action.<\/p>\n\n\n\n
As a team leader, I needed to sell the vision of the project to the team, to get everybody\u2019s buy in.<\/p>\n\n\n\n
More recently, I have been in contact with many aspiring and active entrepreneurs. Selling is something that they do with every breath.<\/p>\n\n\n\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 10 of 12 Previous 1 … 9 10 11 12 Next

\n
What if you need to ask for a reference or a favor from a person with whom you are not in regular touch. The best way to is to be honest, there is no point in coming up with a phony reason to get in touch with them and ask for what you want. Your honesty will be appreciated, after that do thank them and make an effort to stay in touch with them. See that your nurture this set of contacts where you have already made a start.<\/p>\n\n\n\n
Once, when I was looking out for a job using my network, I made it a point to call and thank all those who forwarded my resume to their contacts and I sent a book as a gift to thank all those contacts whose help took me to the interview stage. I did it without any motive and what amazed me was the warmth from these contacts in all my future interactions.<\/p>\n\n\n\n
Second area to focus on are the professional events - there will be events where your technical or managerial domain will be the focus. You may be sponsored\/encouraged by your organizations to attend them, do not let is pass citing an excuse of being busy. Do make time to attend a few of them. If you find that you do not have this opportunity then see that you find such events and enroll yourself.<\/p>\n\n\n\n
In my experience these events certainly help you make a few contacts, you will always find a few persons whom you will find interesting and knowledgeable and connect effortlessly. The key is to nurture this - see that you follow-up with a mail and\/or a call.<\/p>\n\n\n\n
If you are the type who feels inhibited to make an opening, then do not worry. I was advised by one of my mentors to just listen and not worry about talking and enjoy being there. If you listen and observe intently you will find yourself talking soon. Your focus on the interactions and not on your perceived ability, does the trick. Try it a couple of times and see for yourself.<\/p>\n\n\n\n
Lastly, for anything to succeed one has to have the desire, then comes the effort and discipline for achieving it. A small progress or a step with positive result, is the best encouragement for you to strive towards your goals. Do ponder on your actions and results to stay focused on continuing to do this.<\/p>\n\n\n\n
One related question I hear from many of my coachees is \"visibility\" within the organization. More on that in a later post.<\/p>\n","post_title":"Networking - when and how to begin?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"networking-when-and-how-to-begin","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:58","post_modified_gmt":"2024-01-29 14:50:58","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1521","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1517,"post_author":"30","post_date":"2014-10-29 09:30:26","post_date_gmt":"2014-10-29 04:00:26","post_content":"\n
$\"sell-it\"$ <\/a><\/figure>\n\n\n\n
As a child, I used to come up with various ideas for almost anything, and ask for Rs. 1000\/- per idea. Being a child, nobody would want to pay money, that too a thousand Rupees \u2013 but, I would get something else as an appreciation for my efforts. A toffee, a cone ice cream etc.<\/p>\n\n\n\n
Further on, when I used to be active in small groups, selling was more of ideas and to get the team to converge on something, that the group can take as an action.<\/p>\n\n\n\n
As a team leader, I needed to sell the vision of the project to the team, to get everybody\u2019s buy in.<\/p>\n\n\n\n
More recently, I have been in contact with many aspiring and active entrepreneurs. Selling is something that they do with every breath.<\/p>\n\n\n\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 10 of 12 Previous 1 … 9 10 11 12 Next

\n
First, start with your existing network - which will be your current and past colleagues, your college and school alumni, friends and family. See that you stay in touch with them, by meeting them up or electronically, if you are not in touch start right away. Sending greetings for important occasions, festivals and events is a good way to start. Make it a point to call a few of them over the commute\/ weekends and work on the complete list slowly and steadily, start at top the list again once you complete it.<\/p>\n\n\n\n
What if you need to ask for a reference or a favor from a person with whom you are not in regular touch. The best way to is to be honest, there is no point in coming up with a phony reason to get in touch with them and ask for what you want. Your honesty will be appreciated, after that do thank them and make an effort to stay in touch with them. See that your nurture this set of contacts where you have already made a start.<\/p>\n\n\n\n
Once, when I was looking out for a job using my network, I made it a point to call and thank all those who forwarded my resume to their contacts and I sent a book as a gift to thank all those contacts whose help took me to the interview stage. I did it without any motive and what amazed me was the warmth from these contacts in all my future interactions.<\/p>\n\n\n\n
Second area to focus on are the professional events - there will be events where your technical or managerial domain will be the focus. You may be sponsored\/encouraged by your organizations to attend them, do not let is pass citing an excuse of being busy. Do make time to attend a few of them. If you find that you do not have this opportunity then see that you find such events and enroll yourself.<\/p>\n\n\n\n
In my experience these events certainly help you make a few contacts, you will always find a few persons whom you will find interesting and knowledgeable and connect effortlessly. The key is to nurture this - see that you follow-up with a mail and\/or a call.<\/p>\n\n\n\n
If you are the type who feels inhibited to make an opening, then do not worry. I was advised by one of my mentors to just listen and not worry about talking and enjoy being there. If you listen and observe intently you will find yourself talking soon. Your focus on the interactions and not on your perceived ability, does the trick. Try it a couple of times and see for yourself.<\/p>\n\n\n\n
Lastly, for anything to succeed one has to have the desire, then comes the effort and discipline for achieving it. A small progress or a step with positive result, is the best encouragement for you to strive towards your goals. Do ponder on your actions and results to stay focused on continuing to do this.<\/p>\n\n\n\n
One related question I hear from many of my coachees is \"visibility\" within the organization. More on that in a later post.<\/p>\n","post_title":"Networking - when and how to begin?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"networking-when-and-how-to-begin","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:58","post_modified_gmt":"2024-01-29 14:50:58","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1521","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1517,"post_author":"30","post_date":"2014-10-29 09:30:26","post_date_gmt":"2014-10-29 04:00:26","post_content":"\n
$\"sell-it\"$ <\/a><\/figure>\n\n\n\n
As a child, I used to come up with various ideas for almost anything, and ask for Rs. 1000\/- per idea. Being a child, nobody would want to pay money, that too a thousand Rupees \u2013 but, I would get something else as an appreciation for my efforts. A toffee, a cone ice cream etc.<\/p>\n\n\n\n
Further on, when I used to be active in small groups, selling was more of ideas and to get the team to converge on something, that the group can take as an action.<\/p>\n\n\n\n
As a team leader, I needed to sell the vision of the project to the team, to get everybody\u2019s buy in.<\/p>\n\n\n\n
More recently, I have been in contact with many aspiring and active entrepreneurs. Selling is something that they do with every breath.<\/p>\n\n\n\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 10 of 12 Previous 1 … 9 10 11 12 Next

\n
I will focus on growing your professional network and a few simple steps for it and not delve into specifics of social media, as all of you would be familiar with it.<\/p>\n\n\n\n
First, start with your existing network - which will be your current and past colleagues, your college and school alumni, friends and family. See that you stay in touch with them, by meeting them up or electronically, if you are not in touch start right away. Sending greetings for important occasions, festivals and events is a good way to start. Make it a point to call a few of them over the commute\/ weekends and work on the complete list slowly and steadily, start at top the list again once you complete it.<\/p>\n\n\n\n
What if you need to ask for a reference or a favor from a person with whom you are not in regular touch. The best way to is to be honest, there is no point in coming up with a phony reason to get in touch with them and ask for what you want. Your honesty will be appreciated, after that do thank them and make an effort to stay in touch with them. See that your nurture this set of contacts where you have already made a start.<\/p>\n\n\n\n
Once, when I was looking out for a job using my network, I made it a point to call and thank all those who forwarded my resume to their contacts and I sent a book as a gift to thank all those contacts whose help took me to the interview stage. I did it without any motive and what amazed me was the warmth from these contacts in all my future interactions.<\/p>\n\n\n\n
Second area to focus on are the professional events - there will be events where your technical or managerial domain will be the focus. You may be sponsored\/encouraged by your organizations to attend them, do not let is pass citing an excuse of being busy. Do make time to attend a few of them. If you find that you do not have this opportunity then see that you find such events and enroll yourself.<\/p>\n\n\n\n
In my experience these events certainly help you make a few contacts, you will always find a few persons whom you will find interesting and knowledgeable and connect effortlessly. The key is to nurture this - see that you follow-up with a mail and\/or a call.<\/p>\n\n\n\n
If you are the type who feels inhibited to make an opening, then do not worry. I was advised by one of my mentors to just listen and not worry about talking and enjoy being there. If you listen and observe intently you will find yourself talking soon. Your focus on the interactions and not on your perceived ability, does the trick. Try it a couple of times and see for yourself.<\/p>\n\n\n\n
Lastly, for anything to succeed one has to have the desire, then comes the effort and discipline for achieving it. A small progress or a step with positive result, is the best encouragement for you to strive towards your goals. Do ponder on your actions and results to stay focused on continuing to do this.<\/p>\n\n\n\n
One related question I hear from many of my coachees is \"visibility\" within the organization. More on that in a later post.<\/p>\n","post_title":"Networking - when and how to begin?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"networking-when-and-how-to-begin","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:58","post_modified_gmt":"2024-01-29 14:50:58","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1521","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1517,"post_author":"30","post_date":"2014-10-29 09:30:26","post_date_gmt":"2014-10-29 04:00:26","post_content":"\n
$\"sell-it\"$ <\/a><\/figure>\n\n\n\n
As a child, I used to come up with various ideas for almost anything, and ask for Rs. 1000\/- per idea. Being a child, nobody would want to pay money, that too a thousand Rupees \u2013 but, I would get something else as an appreciation for my efforts. A toffee, a cone ice cream etc.<\/p>\n\n\n\n
Further on, when I used to be active in small groups, selling was more of ideas and to get the team to converge on something, that the group can take as an action.<\/p>\n\n\n\n
As a team leader, I needed to sell the vision of the project to the team, to get everybody\u2019s buy in.<\/p>\n\n\n\n
More recently, I have been in contact with many aspiring and active entrepreneurs. Selling is something that they do with every breath.<\/p>\n\n\n\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 10 of 12 Previous 1 … 9 10 11 12 Next

\n
you will see that a network - formal, informal or virtual (internet based) was at play.<\/p>\n\n\n\n
I will focus on growing your professional network and a few simple steps for it and not delve into specifics of social media, as all of you would be familiar with it.<\/p>\n\n\n\n
First, start with your existing network - which will be your current and past colleagues, your college and school alumni, friends and family. See that you stay in touch with them, by meeting them up or electronically, if you are not in touch start right away. Sending greetings for important occasions, festivals and events is a good way to start. Make it a point to call a few of them over the commute\/ weekends and work on the complete list slowly and steadily, start at top the list again once you complete it.<\/p>\n\n\n\n
What if you need to ask for a reference or a favor from a person with whom you are not in regular touch. The best way to is to be honest, there is no point in coming up with a phony reason to get in touch with them and ask for what you want. Your honesty will be appreciated, after that do thank them and make an effort to stay in touch with them. See that your nurture this set of contacts where you have already made a start.<\/p>\n\n\n\n
Once, when I was looking out for a job using my network, I made it a point to call and thank all those who forwarded my resume to their contacts and I sent a book as a gift to thank all those contacts whose help took me to the interview stage. I did it without any motive and what amazed me was the warmth from these contacts in all my future interactions.<\/p>\n\n\n\n
Second area to focus on are the professional events - there will be events where your technical or managerial domain will be the focus. You may be sponsored\/encouraged by your organizations to attend them, do not let is pass citing an excuse of being busy. Do make time to attend a few of them. If you find that you do not have this opportunity then see that you find such events and enroll yourself.<\/p>\n\n\n\n
In my experience these events certainly help you make a few contacts, you will always find a few persons whom you will find interesting and knowledgeable and connect effortlessly. The key is to nurture this - see that you follow-up with a mail and\/or a call.<\/p>\n\n\n\n
If you are the type who feels inhibited to make an opening, then do not worry. I was advised by one of my mentors to just listen and not worry about talking and enjoy being there. If you listen and observe intently you will find yourself talking soon. Your focus on the interactions and not on your perceived ability, does the trick. Try it a couple of times and see for yourself.<\/p>\n\n\n\n
Lastly, for anything to succeed one has to have the desire, then comes the effort and discipline for achieving it. A small progress or a step with positive result, is the best encouragement for you to strive towards your goals. Do ponder on your actions and results to stay focused on continuing to do this.<\/p>\n\n\n\n
One related question I hear from many of my coachees is \"visibility\" within the organization. More on that in a later post.<\/p>\n","post_title":"Networking - when and how to begin?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"networking-when-and-how-to-begin","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:58","post_modified_gmt":"2024-01-29 14:50:58","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1521","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1517,"post_author":"30","post_date":"2014-10-29 09:30:26","post_date_gmt":"2014-10-29 04:00:26","post_content":"\n
$\"sell-it\"$ <\/a><\/figure>\n\n\n\n
As a child, I used to come up with various ideas for almost anything, and ask for Rs. 1000\/- per idea. Being a child, nobody would want to pay money, that too a thousand Rupees \u2013 but, I would get something else as an appreciation for my efforts. A toffee, a cone ice cream etc.<\/p>\n\n\n\n
Further on, when I used to be active in small groups, selling was more of ideas and to get the team to converge on something, that the group can take as an action.<\/p>\n\n\n\n
As a team leader, I needed to sell the vision of the project to the team, to get everybody\u2019s buy in.<\/p>\n\n\n\n
More recently, I have been in contact with many aspiring and active entrepreneurs. Selling is something that they do with every breath.<\/p>\n\n\n\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 10 of 12 Previous 1 … 9 10 11 12 Next

\n
got your house on rent or bought your apartment<\/li>\n<\/ul>\n\n\n\n
you will see that a network - formal, informal or virtual (internet based) was at play.<\/p>\n\n\n\n
I will focus on growing your professional network and a few simple steps for it and not delve into specifics of social media, as all of you would be familiar with it.<\/p>\n\n\n\n
First, start with your existing network - which will be your current and past colleagues, your college and school alumni, friends and family. See that you stay in touch with them, by meeting them up or electronically, if you are not in touch start right away. Sending greetings for important occasions, festivals and events is a good way to start. Make it a point to call a few of them over the commute\/ weekends and work on the complete list slowly and steadily, start at top the list again once you complete it.<\/p>\n\n\n\n
What if you need to ask for a reference or a favor from a person with whom you are not in regular touch. The best way to is to be honest, there is no point in coming up with a phony reason to get in touch with them and ask for what you want. Your honesty will be appreciated, after that do thank them and make an effort to stay in touch with them. See that your nurture this set of contacts where you have already made a start.<\/p>\n\n\n\n
Once, when I was looking out for a job using my network, I made it a point to call and thank all those who forwarded my resume to their contacts and I sent a book as a gift to thank all those contacts whose help took me to the interview stage. I did it without any motive and what amazed me was the warmth from these contacts in all my future interactions.<\/p>\n\n\n\n
Second area to focus on are the professional events - there will be events where your technical or managerial domain will be the focus. You may be sponsored\/encouraged by your organizations to attend them, do not let is pass citing an excuse of being busy. Do make time to attend a few of them. If you find that you do not have this opportunity then see that you find such events and enroll yourself.<\/p>\n\n\n\n
In my experience these events certainly help you make a few contacts, you will always find a few persons whom you will find interesting and knowledgeable and connect effortlessly. The key is to nurture this - see that you follow-up with a mail and\/or a call.<\/p>\n\n\n\n
If you are the type who feels inhibited to make an opening, then do not worry. I was advised by one of my mentors to just listen and not worry about talking and enjoy being there. If you listen and observe intently you will find yourself talking soon. Your focus on the interactions and not on your perceived ability, does the trick. Try it a couple of times and see for yourself.<\/p>\n\n\n\n
Lastly, for anything to succeed one has to have the desire, then comes the effort and discipline for achieving it. A small progress or a step with positive result, is the best encouragement for you to strive towards your goals. Do ponder on your actions and results to stay focused on continuing to do this.<\/p>\n\n\n\n
One related question I hear from many of my coachees is \"visibility\" within the organization. More on that in a later post.<\/p>\n","post_title":"Networking - when and how to begin?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"networking-when-and-how-to-begin","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:58","post_modified_gmt":"2024-01-29 14:50:58","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1521","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1517,"post_author":"30","post_date":"2014-10-29 09:30:26","post_date_gmt":"2014-10-29 04:00:26","post_content":"\n
$\"sell-it\"$ <\/a><\/figure>\n\n\n\n
As a child, I used to come up with various ideas for almost anything, and ask for Rs. 1000\/- per idea. Being a child, nobody would want to pay money, that too a thousand Rupees \u2013 but, I would get something else as an appreciation for my efforts. A toffee, a cone ice cream etc.<\/p>\n\n\n\n
Further on, when I used to be active in small groups, selling was more of ideas and to get the team to converge on something, that the group can take as an action.<\/p>\n\n\n\n
As a team leader, I needed to sell the vision of the project to the team, to get everybody\u2019s buy in.<\/p>\n\n\n\n
More recently, I have been in contact with many aspiring and active entrepreneurs. Selling is something that they do with every breath.<\/p>\n\n\n\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 10 of 12 Previous 1 … 9 10 11 12 Next

\n
got into your college\/school<\/li>\n\n\n\n
got your house on rent or bought your apartment<\/li>\n<\/ul>\n\n\n\n
you will see that a network - formal, informal or virtual (internet based) was at play.<\/p>\n\n\n\n
I will focus on growing your professional network and a few simple steps for it and not delve into specifics of social media, as all of you would be familiar with it.<\/p>\n\n\n\n
First, start with your existing network - which will be your current and past colleagues, your college and school alumni, friends and family. See that you stay in touch with them, by meeting them up or electronically, if you are not in touch start right away. Sending greetings for important occasions, festivals and events is a good way to start. Make it a point to call a few of them over the commute\/ weekends and work on the complete list slowly and steadily, start at top the list again once you complete it.<\/p>\n\n\n\n
What if you need to ask for a reference or a favor from a person with whom you are not in regular touch. The best way to is to be honest, there is no point in coming up with a phony reason to get in touch with them and ask for what you want. Your honesty will be appreciated, after that do thank them and make an effort to stay in touch with them. See that your nurture this set of contacts where you have already made a start.<\/p>\n\n\n\n
Once, when I was looking out for a job using my network, I made it a point to call and thank all those who forwarded my resume to their contacts and I sent a book as a gift to thank all those contacts whose help took me to the interview stage. I did it without any motive and what amazed me was the warmth from these contacts in all my future interactions.<\/p>\n\n\n\n
Second area to focus on are the professional events - there will be events where your technical or managerial domain will be the focus. You may be sponsored\/encouraged by your organizations to attend them, do not let is pass citing an excuse of being busy. Do make time to attend a few of them. If you find that you do not have this opportunity then see that you find such events and enroll yourself.<\/p>\n\n\n\n
In my experience these events certainly help you make a few contacts, you will always find a few persons whom you will find interesting and knowledgeable and connect effortlessly. The key is to nurture this - see that you follow-up with a mail and\/or a call.<\/p>\n\n\n\n
If you are the type who feels inhibited to make an opening, then do not worry. I was advised by one of my mentors to just listen and not worry about talking and enjoy being there. If you listen and observe intently you will find yourself talking soon. Your focus on the interactions and not on your perceived ability, does the trick. Try it a couple of times and see for yourself.<\/p>\n\n\n\n
Lastly, for anything to succeed one has to have the desire, then comes the effort and discipline for achieving it. A small progress or a step with positive result, is the best encouragement for you to strive towards your goals. Do ponder on your actions and results to stay focused on continuing to do this.<\/p>\n\n\n\n
One related question I hear from many of my coachees is \"visibility\" within the organization. More on that in a later post.<\/p>\n","post_title":"Networking - when and how to begin?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"networking-when-and-how-to-begin","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:58","post_modified_gmt":"2024-01-29 14:50:58","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1521","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1517,"post_author":"30","post_date":"2014-10-29 09:30:26","post_date_gmt":"2014-10-29 04:00:26","post_content":"\n
$\"sell-it\"$ <\/a><\/figure>\n\n\n\n
As a child, I used to come up with various ideas for almost anything, and ask for Rs. 1000\/- per idea. Being a child, nobody would want to pay money, that too a thousand Rupees \u2013 but, I would get something else as an appreciation for my efforts. A toffee, a cone ice cream etc.<\/p>\n\n\n\n
Further on, when I used to be active in small groups, selling was more of ideas and to get the team to converge on something, that the group can take as an action.<\/p>\n\n\n\n
As a team leader, I needed to sell the vision of the project to the team, to get everybody\u2019s buy in.<\/p>\n\n\n\n
More recently, I have been in contact with many aspiring and active entrepreneurs. Selling is something that they do with every breath.<\/p>\n\n\n\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 10 of 12 Previous 1 … 9 10 11 12 Next

\n
got the opportunity to work in your current position<\/li>\n\n\n\n
got into your college\/school<\/li>\n\n\n\n
got your house on rent or bought your apartment<\/li>\n<\/ul>\n\n\n\n
you will see that a network - formal, informal or virtual (internet based) was at play.<\/p>\n\n\n\n
I will focus on growing your professional network and a few simple steps for it and not delve into specifics of social media, as all of you would be familiar with it.<\/p>\n\n\n\n
First, start with your existing network - which will be your current and past colleagues, your college and school alumni, friends and family. See that you stay in touch with them, by meeting them up or electronically, if you are not in touch start right away. Sending greetings for important occasions, festivals and events is a good way to start. Make it a point to call a few of them over the commute\/ weekends and work on the complete list slowly and steadily, start at top the list again once you complete it.<\/p>\n\n\n\n
What if you need to ask for a reference or a favor from a person with whom you are not in regular touch. The best way to is to be honest, there is no point in coming up with a phony reason to get in touch with them and ask for what you want. Your honesty will be appreciated, after that do thank them and make an effort to stay in touch with them. See that your nurture this set of contacts where you have already made a start.<\/p>\n\n\n\n
Once, when I was looking out for a job using my network, I made it a point to call and thank all those who forwarded my resume to their contacts and I sent a book as a gift to thank all those contacts whose help took me to the interview stage. I did it without any motive and what amazed me was the warmth from these contacts in all my future interactions.<\/p>\n\n\n\n
Second area to focus on are the professional events - there will be events where your technical or managerial domain will be the focus. You may be sponsored\/encouraged by your organizations to attend them, do not let is pass citing an excuse of being busy. Do make time to attend a few of them. If you find that you do not have this opportunity then see that you find such events and enroll yourself.<\/p>\n\n\n\n
In my experience these events certainly help you make a few contacts, you will always find a few persons whom you will find interesting and knowledgeable and connect effortlessly. The key is to nurture this - see that you follow-up with a mail and\/or a call.<\/p>\n\n\n\n
If you are the type who feels inhibited to make an opening, then do not worry. I was advised by one of my mentors to just listen and not worry about talking and enjoy being there. If you listen and observe intently you will find yourself talking soon. Your focus on the interactions and not on your perceived ability, does the trick. Try it a couple of times and see for yourself.<\/p>\n\n\n\n
Lastly, for anything to succeed one has to have the desire, then comes the effort and discipline for achieving it. A small progress or a step with positive result, is the best encouragement for you to strive towards your goals. Do ponder on your actions and results to stay focused on continuing to do this.<\/p>\n\n\n\n
One related question I hear from many of my coachees is \"visibility\" within the organization. More on that in a later post.<\/p>\n","post_title":"Networking - when and how to begin?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"networking-when-and-how-to-begin","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:58","post_modified_gmt":"2024-01-29 14:50:58","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1521","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1517,"post_author":"30","post_date":"2014-10-29 09:30:26","post_date_gmt":"2014-10-29 04:00:26","post_content":"\n
$\"sell-it\"$ <\/a><\/figure>\n\n\n\n
As a child, I used to come up with various ideas for almost anything, and ask for Rs. 1000\/- per idea. Being a child, nobody would want to pay money, that too a thousand Rupees \u2013 but, I would get something else as an appreciation for my efforts. A toffee, a cone ice cream etc.<\/p>\n\n\n\n
Further on, when I used to be active in small groups, selling was more of ideas and to get the team to converge on something, that the group can take as an action.<\/p>\n\n\n\n
As a team leader, I needed to sell the vision of the project to the team, to get everybody\u2019s buy in.<\/p>\n\n\n\n
More recently, I have been in contact with many aspiring and active entrepreneurs. Selling is something that they do with every breath.<\/p>\n\n\n\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 10 of 12 Previous 1 … 9 10 11 12 Next

\n
\n
got the opportunity to work in your current position<\/li>\n\n\n\n
got into your college\/school<\/li>\n\n\n\n
got your house on rent or bought your apartment<\/li>\n<\/ul>\n\n\n\n
you will see that a network - formal, informal or virtual (internet based) was at play.<\/p>\n\n\n\n
I will focus on growing your professional network and a few simple steps for it and not delve into specifics of social media, as all of you would be familiar with it.<\/p>\n\n\n\n
First, start with your existing network - which will be your current and past colleagues, your college and school alumni, friends and family. See that you stay in touch with them, by meeting them up or electronically, if you are not in touch start right away. Sending greetings for important occasions, festivals and events is a good way to start. Make it a point to call a few of them over the commute\/ weekends and work on the complete list slowly and steadily, start at top the list again once you complete it.<\/p>\n\n\n\n
What if you need to ask for a reference or a favor from a person with whom you are not in regular touch. The best way to is to be honest, there is no point in coming up with a phony reason to get in touch with them and ask for what you want. Your honesty will be appreciated, after that do thank them and make an effort to stay in touch with them. See that your nurture this set of contacts where you have already made a start.<\/p>\n\n\n\n
Once, when I was looking out for a job using my network, I made it a point to call and thank all those who forwarded my resume to their contacts and I sent a book as a gift to thank all those contacts whose help took me to the interview stage. I did it without any motive and what amazed me was the warmth from these contacts in all my future interactions.<\/p>\n\n\n\n
Second area to focus on are the professional events - there will be events where your technical or managerial domain will be the focus. You may be sponsored\/encouraged by your organizations to attend them, do not let is pass citing an excuse of being busy. Do make time to attend a few of them. If you find that you do not have this opportunity then see that you find such events and enroll yourself.<\/p>\n\n\n\n
In my experience these events certainly help you make a few contacts, you will always find a few persons whom you will find interesting and knowledgeable and connect effortlessly. The key is to nurture this - see that you follow-up with a mail and\/or a call.<\/p>\n\n\n\n
If you are the type who feels inhibited to make an opening, then do not worry. I was advised by one of my mentors to just listen and not worry about talking and enjoy being there. If you listen and observe intently you will find yourself talking soon. Your focus on the interactions and not on your perceived ability, does the trick. Try it a couple of times and see for yourself.<\/p>\n\n\n\n
Lastly, for anything to succeed one has to have the desire, then comes the effort and discipline for achieving it. A small progress or a step with positive result, is the best encouragement for you to strive towards your goals. Do ponder on your actions and results to stay focused on continuing to do this.<\/p>\n\n\n\n
One related question I hear from many of my coachees is \"visibility\" within the organization. More on that in a later post.<\/p>\n","post_title":"Networking - when and how to begin?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"networking-when-and-how-to-begin","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:58","post_modified_gmt":"2024-01-29 14:50:58","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1521","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1517,"post_author":"30","post_date":"2014-10-29 09:30:26","post_date_gmt":"2014-10-29 04:00:26","post_content":"\n
$\"sell-it\"$ <\/a><\/figure>\n\n\n\n
As a child, I used to come up with various ideas for almost anything, and ask for Rs. 1000\/- per idea. Being a child, nobody would want to pay money, that too a thousand Rupees \u2013 but, I would get something else as an appreciation for my efforts. A toffee, a cone ice cream etc.<\/p>\n\n\n\n
Further on, when I used to be active in small groups, selling was more of ideas and to get the team to converge on something, that the group can take as an action.<\/p>\n\n\n\n
As a team leader, I needed to sell the vision of the project to the team, to get everybody\u2019s buy in.<\/p>\n\n\n\n
More recently, I have been in contact with many aspiring and active entrepreneurs. Selling is something that they do with every breath.<\/p>\n\n\n\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 10 of 12 Previous 1 … 9 10 11 12 Next

\n
If you look at how you:<\/p>\n\n\n\n
\n
got the opportunity to work in your current position<\/li>\n\n\n\n
got into your college\/school<\/li>\n\n\n\n
got your house on rent or bought your apartment<\/li>\n<\/ul>\n\n\n\n
you will see that a network - formal, informal or virtual (internet based) was at play.<\/p>\n\n\n\n
I will focus on growing your professional network and a few simple steps for it and not delve into specifics of social media, as all of you would be familiar with it.<\/p>\n\n\n\n
First, start with your existing network - which will be your current and past colleagues, your college and school alumni, friends and family. See that you stay in touch with them, by meeting them up or electronically, if you are not in touch start right away. Sending greetings for important occasions, festivals and events is a good way to start. Make it a point to call a few of them over the commute\/ weekends and work on the complete list slowly and steadily, start at top the list again once you complete it.<\/p>\n\n\n\n
What if you need to ask for a reference or a favor from a person with whom you are not in regular touch. The best way to is to be honest, there is no point in coming up with a phony reason to get in touch with them and ask for what you want. Your honesty will be appreciated, after that do thank them and make an effort to stay in touch with them. See that your nurture this set of contacts where you have already made a start.<\/p>\n\n\n\n
Once, when I was looking out for a job using my network, I made it a point to call and thank all those who forwarded my resume to their contacts and I sent a book as a gift to thank all those contacts whose help took me to the interview stage. I did it without any motive and what amazed me was the warmth from these contacts in all my future interactions.<\/p>\n\n\n\n
Second area to focus on are the professional events - there will be events where your technical or managerial domain will be the focus. You may be sponsored\/encouraged by your organizations to attend them, do not let is pass citing an excuse of being busy. Do make time to attend a few of them. If you find that you do not have this opportunity then see that you find such events and enroll yourself.<\/p>\n\n\n\n
In my experience these events certainly help you make a few contacts, you will always find a few persons whom you will find interesting and knowledgeable and connect effortlessly. The key is to nurture this - see that you follow-up with a mail and\/or a call.<\/p>\n\n\n\n
If you are the type who feels inhibited to make an opening, then do not worry. I was advised by one of my mentors to just listen and not worry about talking and enjoy being there. If you listen and observe intently you will find yourself talking soon. Your focus on the interactions and not on your perceived ability, does the trick. Try it a couple of times and see for yourself.<\/p>\n\n\n\n
Lastly, for anything to succeed one has to have the desire, then comes the effort and discipline for achieving it. A small progress or a step with positive result, is the best encouragement for you to strive towards your goals. Do ponder on your actions and results to stay focused on continuing to do this.<\/p>\n\n\n\n
One related question I hear from many of my coachees is \"visibility\" within the organization. More on that in a later post.<\/p>\n","post_title":"Networking - when and how to begin?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"networking-when-and-how-to-begin","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:58","post_modified_gmt":"2024-01-29 14:50:58","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1521","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1517,"post_author":"30","post_date":"2014-10-29 09:30:26","post_date_gmt":"2014-10-29 04:00:26","post_content":"\n
$\"sell-it\"$ <\/a><\/figure>\n\n\n\n
As a child, I used to come up with various ideas for almost anything, and ask for Rs. 1000\/- per idea. Being a child, nobody would want to pay money, that too a thousand Rupees \u2013 but, I would get something else as an appreciation for my efforts. A toffee, a cone ice cream etc.<\/p>\n\n\n\n
Further on, when I used to be active in small groups, selling was more of ideas and to get the team to converge on something, that the group can take as an action.<\/p>\n\n\n\n
As a team leader, I needed to sell the vision of the project to the team, to get everybody\u2019s buy in.<\/p>\n\n\n\n
More recently, I have been in contact with many aspiring and active entrepreneurs. Selling is something that they do with every breath.<\/p>\n\n\n\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 10 of 12 Previous 1 … 9 10 11 12 Next

\n
One is never without a network and if you are reading this - it may be more to know how to grow it and\/or to overcome obstacles, often due to one's level comfort with so called \"networking\".<\/p>\n\n\n\n
If you look at how you:<\/p>\n\n\n\n
\n
got the opportunity to work in your current position<\/li>\n\n\n\n
got into your college\/school<\/li>\n\n\n\n
got your house on rent or bought your apartment<\/li>\n<\/ul>\n\n\n\n
you will see that a network - formal, informal or virtual (internet based) was at play.<\/p>\n\n\n\n
I will focus on growing your professional network and a few simple steps for it and not delve into specifics of social media, as all of you would be familiar with it.<\/p>\n\n\n\n
First, start with your existing network - which will be your current and past colleagues, your college and school alumni, friends and family. See that you stay in touch with them, by meeting them up or electronically, if you are not in touch start right away. Sending greetings for important occasions, festivals and events is a good way to start. Make it a point to call a few of them over the commute\/ weekends and work on the complete list slowly and steadily, start at top the list again once you complete it.<\/p>\n\n\n\n
What if you need to ask for a reference or a favor from a person with whom you are not in regular touch. The best way to is to be honest, there is no point in coming up with a phony reason to get in touch with them and ask for what you want. Your honesty will be appreciated, after that do thank them and make an effort to stay in touch with them. See that your nurture this set of contacts where you have already made a start.<\/p>\n\n\n\n
Once, when I was looking out for a job using my network, I made it a point to call and thank all those who forwarded my resume to their contacts and I sent a book as a gift to thank all those contacts whose help took me to the interview stage. I did it without any motive and what amazed me was the warmth from these contacts in all my future interactions.<\/p>\n\n\n\n
Second area to focus on are the professional events - there will be events where your technical or managerial domain will be the focus. You may be sponsored\/encouraged by your organizations to attend them, do not let is pass citing an excuse of being busy. Do make time to attend a few of them. If you find that you do not have this opportunity then see that you find such events and enroll yourself.<\/p>\n\n\n\n
In my experience these events certainly help you make a few contacts, you will always find a few persons whom you will find interesting and knowledgeable and connect effortlessly. The key is to nurture this - see that you follow-up with a mail and\/or a call.<\/p>\n\n\n\n
If you are the type who feels inhibited to make an opening, then do not worry. I was advised by one of my mentors to just listen and not worry about talking and enjoy being there. If you listen and observe intently you will find yourself talking soon. Your focus on the interactions and not on your perceived ability, does the trick. Try it a couple of times and see for yourself.<\/p>\n\n\n\n
Lastly, for anything to succeed one has to have the desire, then comes the effort and discipline for achieving it. A small progress or a step with positive result, is the best encouragement for you to strive towards your goals. Do ponder on your actions and results to stay focused on continuing to do this.<\/p>\n\n\n\n
One related question I hear from many of my coachees is \"visibility\" within the organization. More on that in a later post.<\/p>\n","post_title":"Networking - when and how to begin?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"networking-when-and-how-to-begin","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:58","post_modified_gmt":"2024-01-29 14:50:58","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1521","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1517,"post_author":"30","post_date":"2014-10-29 09:30:26","post_date_gmt":"2014-10-29 04:00:26","post_content":"\n
$\"sell-it\"$ <\/a><\/figure>\n\n\n\n
As a child, I used to come up with various ideas for almost anything, and ask for Rs. 1000\/- per idea. Being a child, nobody would want to pay money, that too a thousand Rupees \u2013 but, I would get something else as an appreciation for my efforts. A toffee, a cone ice cream etc.<\/p>\n\n\n\n
Further on, when I used to be active in small groups, selling was more of ideas and to get the team to converge on something, that the group can take as an action.<\/p>\n\n\n\n
As a team leader, I needed to sell the vision of the project to the team, to get everybody\u2019s buy in.<\/p>\n\n\n\n
More recently, I have been in contact with many aspiring and active entrepreneurs. Selling is something that they do with every breath.<\/p>\n\n\n\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 10 of 12 Previous 1 … 9 10 11 12 Next

\n
$\"Network_whenhow2\"$ <\/a><\/figure>\n\n\n\n
One is never without a network and if you are reading this - it may be more to know how to grow it and\/or to overcome obstacles, often due to one's level comfort with so called \"networking\".<\/p>\n\n\n\n
If you look at how you:<\/p>\n\n\n\n
\n
got the opportunity to work in your current position<\/li>\n\n\n\n
got into your college\/school<\/li>\n\n\n\n
got your house on rent or bought your apartment<\/li>\n<\/ul>\n\n\n\n
you will see that a network - formal, informal or virtual (internet based) was at play.<\/p>\n\n\n\n
I will focus on growing your professional network and a few simple steps for it and not delve into specifics of social media, as all of you would be familiar with it.<\/p>\n\n\n\n
First, start with your existing network - which will be your current and past colleagues, your college and school alumni, friends and family. See that you stay in touch with them, by meeting them up or electronically, if you are not in touch start right away. Sending greetings for important occasions, festivals and events is a good way to start. Make it a point to call a few of them over the commute\/ weekends and work on the complete list slowly and steadily, start at top the list again once you complete it.<\/p>\n\n\n\n
What if you need to ask for a reference or a favor from a person with whom you are not in regular touch. The best way to is to be honest, there is no point in coming up with a phony reason to get in touch with them and ask for what you want. Your honesty will be appreciated, after that do thank them and make an effort to stay in touch with them. See that your nurture this set of contacts where you have already made a start.<\/p>\n\n\n\n
Once, when I was looking out for a job using my network, I made it a point to call and thank all those who forwarded my resume to their contacts and I sent a book as a gift to thank all those contacts whose help took me to the interview stage. I did it without any motive and what amazed me was the warmth from these contacts in all my future interactions.<\/p>\n\n\n\n
Second area to focus on are the professional events - there will be events where your technical or managerial domain will be the focus. You may be sponsored\/encouraged by your organizations to attend them, do not let is pass citing an excuse of being busy. Do make time to attend a few of them. If you find that you do not have this opportunity then see that you find such events and enroll yourself.<\/p>\n\n\n\n
In my experience these events certainly help you make a few contacts, you will always find a few persons whom you will find interesting and knowledgeable and connect effortlessly. The key is to nurture this - see that you follow-up with a mail and\/or a call.<\/p>\n\n\n\n
If you are the type who feels inhibited to make an opening, then do not worry. I was advised by one of my mentors to just listen and not worry about talking and enjoy being there. If you listen and observe intently you will find yourself talking soon. Your focus on the interactions and not on your perceived ability, does the trick. Try it a couple of times and see for yourself.<\/p>\n\n\n\n
Lastly, for anything to succeed one has to have the desire, then comes the effort and discipline for achieving it. A small progress or a step with positive result, is the best encouragement for you to strive towards your goals. Do ponder on your actions and results to stay focused on continuing to do this.<\/p>\n\n\n\n
One related question I hear from many of my coachees is \"visibility\" within the organization. More on that in a later post.<\/p>\n","post_title":"Networking - when and how to begin?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"networking-when-and-how-to-begin","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:58","post_modified_gmt":"2024-01-29 14:50:58","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1521","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1517,"post_author":"30","post_date":"2014-10-29 09:30:26","post_date_gmt":"2014-10-29 04:00:26","post_content":"\n
$\"sell-it\"$ <\/a><\/figure>\n\n\n\n
As a child, I used to come up with various ideas for almost anything, and ask for Rs. 1000\/- per idea. Being a child, nobody would want to pay money, that too a thousand Rupees \u2013 but, I would get something else as an appreciation for my efforts. A toffee, a cone ice cream etc.<\/p>\n\n\n\n
Further on, when I used to be active in small groups, selling was more of ideas and to get the team to converge on something, that the group can take as an action.<\/p>\n\n\n\n
As a team leader, I needed to sell the vision of the project to the team, to get everybody\u2019s buy in.<\/p>\n\n\n\n
More recently, I have been in contact with many aspiring and active entrepreneurs. Selling is something that they do with every breath.<\/p>\n\n\n\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 10 of 12 Previous 1 … 9 10 11 12 Next

\n
Till then...<\/p>\n","post_title":"Journey of a coach - theory & practice (Part I)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-i","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:34","post_modified_gmt":"2024-01-29 10:55:34","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1521,"post_author":"26","post_date":"2014-10-30 10:57:02","post_date_gmt":"2014-10-30 05:27:02","post_content":"\n
$\"Network_whenhow2\"$ <\/a><\/figure>\n\n\n\n
One is never without a network and if you are reading this - it may be more to know how to grow it and\/or to overcome obstacles, often due to one's level comfort with so called \"networking\".<\/p>\n\n\n\n
If you look at how you:<\/p>\n\n\n\n
\n
got the opportunity to work in your current position<\/li>\n\n\n\n
got into your college\/school<\/li>\n\n\n\n
got your house on rent or bought your apartment<\/li>\n<\/ul>\n\n\n\n
you will see that a network - formal, informal or virtual (internet based) was at play.<\/p>\n\n\n\n
I will focus on growing your professional network and a few simple steps for it and not delve into specifics of social media, as all of you would be familiar with it.<\/p>\n\n\n\n
First, start with your existing network - which will be your current and past colleagues, your college and school alumni, friends and family. See that you stay in touch with them, by meeting them up or electronically, if you are not in touch start right away. Sending greetings for important occasions, festivals and events is a good way to start. Make it a point to call a few of them over the commute\/ weekends and work on the complete list slowly and steadily, start at top the list again once you complete it.<\/p>\n\n\n\n
What if you need to ask for a reference or a favor from a person with whom you are not in regular touch. The best way to is to be honest, there is no point in coming up with a phony reason to get in touch with them and ask for what you want. Your honesty will be appreciated, after that do thank them and make an effort to stay in touch with them. See that your nurture this set of contacts where you have already made a start.<\/p>\n\n\n\n
Once, when I was looking out for a job using my network, I made it a point to call and thank all those who forwarded my resume to their contacts and I sent a book as a gift to thank all those contacts whose help took me to the interview stage. I did it without any motive and what amazed me was the warmth from these contacts in all my future interactions.<\/p>\n\n\n\n
Second area to focus on are the professional events - there will be events where your technical or managerial domain will be the focus. You may be sponsored\/encouraged by your organizations to attend them, do not let is pass citing an excuse of being busy. Do make time to attend a few of them. If you find that you do not have this opportunity then see that you find such events and enroll yourself.<\/p>\n\n\n\n
In my experience these events certainly help you make a few contacts, you will always find a few persons whom you will find interesting and knowledgeable and connect effortlessly. The key is to nurture this - see that you follow-up with a mail and\/or a call.<\/p>\n\n\n\n
If you are the type who feels inhibited to make an opening, then do not worry. I was advised by one of my mentors to just listen and not worry about talking and enjoy being there. If you listen and observe intently you will find yourself talking soon. Your focus on the interactions and not on your perceived ability, does the trick. Try it a couple of times and see for yourself.<\/p>\n\n\n\n
Lastly, for anything to succeed one has to have the desire, then comes the effort and discipline for achieving it. A small progress or a step with positive result, is the best encouragement for you to strive towards your goals. Do ponder on your actions and results to stay focused on continuing to do this.<\/p>\n\n\n\n
One related question I hear from many of my coachees is \"visibility\" within the organization. More on that in a later post.<\/p>\n","post_title":"Networking - when and how to begin?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"networking-when-and-how-to-begin","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:58","post_modified_gmt":"2024-01-29 14:50:58","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1521","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1517,"post_author":"30","post_date":"2014-10-29 09:30:26","post_date_gmt":"2014-10-29 04:00:26","post_content":"\n
$\"sell-it\"$ <\/a><\/figure>\n\n\n\n
As a child, I used to come up with various ideas for almost anything, and ask for Rs. 1000\/- per idea. Being a child, nobody would want to pay money, that too a thousand Rupees \u2013 but, I would get something else as an appreciation for my efforts. A toffee, a cone ice cream etc.<\/p>\n\n\n\n
Further on, when I used to be active in small groups, selling was more of ideas and to get the team to converge on something, that the group can take as an action.<\/p>\n\n\n\n
As a team leader, I needed to sell the vision of the project to the team, to get everybody\u2019s buy in.<\/p>\n\n\n\n
More recently, I have been in contact with many aspiring and active entrepreneurs. Selling is something that they do with every breath.<\/p>\n\n\n\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 10 of 12 Previous 1 … 9 10 11 12 Next

\n
There are a few more \u201ccircles\u201d to cover which we will in Part II of the article.<\/p>\n\n\n\n
Till then...<\/p>\n","post_title":"Journey of a coach - theory & practice (Part I)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-i","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:34","post_modified_gmt":"2024-01-29 10:55:34","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1521,"post_author":"26","post_date":"2014-10-30 10:57:02","post_date_gmt":"2014-10-30 05:27:02","post_content":"\n
$\"Network_whenhow2\"$ <\/a><\/figure>\n\n\n\n
One is never without a network and if you are reading this - it may be more to know how to grow it and\/or to overcome obstacles, often due to one's level comfort with so called \"networking\".<\/p>\n\n\n\n
If you look at how you:<\/p>\n\n\n\n
\n
got the opportunity to work in your current position<\/li>\n\n\n\n
got into your college\/school<\/li>\n\n\n\n
got your house on rent or bought your apartment<\/li>\n<\/ul>\n\n\n\n
you will see that a network - formal, informal or virtual (internet based) was at play.<\/p>\n\n\n\n
I will focus on growing your professional network and a few simple steps for it and not delve into specifics of social media, as all of you would be familiar with it.<\/p>\n\n\n\n
First, start with your existing network - which will be your current and past colleagues, your college and school alumni, friends and family. See that you stay in touch with them, by meeting them up or electronically, if you are not in touch start right away. Sending greetings for important occasions, festivals and events is a good way to start. Make it a point to call a few of them over the commute\/ weekends and work on the complete list slowly and steadily, start at top the list again once you complete it.<\/p>\n\n\n\n
What if you need to ask for a reference or a favor from a person with whom you are not in regular touch. The best way to is to be honest, there is no point in coming up with a phony reason to get in touch with them and ask for what you want. Your honesty will be appreciated, after that do thank them and make an effort to stay in touch with them. See that your nurture this set of contacts where you have already made a start.<\/p>\n\n\n\n
Once, when I was looking out for a job using my network, I made it a point to call and thank all those who forwarded my resume to their contacts and I sent a book as a gift to thank all those contacts whose help took me to the interview stage. I did it without any motive and what amazed me was the warmth from these contacts in all my future interactions.<\/p>\n\n\n\n
Second area to focus on are the professional events - there will be events where your technical or managerial domain will be the focus. You may be sponsored\/encouraged by your organizations to attend them, do not let is pass citing an excuse of being busy. Do make time to attend a few of them. If you find that you do not have this opportunity then see that you find such events and enroll yourself.<\/p>\n\n\n\n
In my experience these events certainly help you make a few contacts, you will always find a few persons whom you will find interesting and knowledgeable and connect effortlessly. The key is to nurture this - see that you follow-up with a mail and\/or a call.<\/p>\n\n\n\n
If you are the type who feels inhibited to make an opening, then do not worry. I was advised by one of my mentors to just listen and not worry about talking and enjoy being there. If you listen and observe intently you will find yourself talking soon. Your focus on the interactions and not on your perceived ability, does the trick. Try it a couple of times and see for yourself.<\/p>\n\n\n\n
Lastly, for anything to succeed one has to have the desire, then comes the effort and discipline for achieving it. A small progress or a step with positive result, is the best encouragement for you to strive towards your goals. Do ponder on your actions and results to stay focused on continuing to do this.<\/p>\n\n\n\n
One related question I hear from many of my coachees is \"visibility\" within the organization. More on that in a later post.<\/p>\n","post_title":"Networking - when and how to begin?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"networking-when-and-how-to-begin","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:58","post_modified_gmt":"2024-01-29 14:50:58","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1521","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1517,"post_author":"30","post_date":"2014-10-29 09:30:26","post_date_gmt":"2014-10-29 04:00:26","post_content":"\n
$\"sell-it\"$ <\/a><\/figure>\n\n\n\n
As a child, I used to come up with various ideas for almost anything, and ask for Rs. 1000\/- per idea. Being a child, nobody would want to pay money, that too a thousand Rupees \u2013 but, I would get something else as an appreciation for my efforts. A toffee, a cone ice cream etc.<\/p>\n\n\n\n
Further on, when I used to be active in small groups, selling was more of ideas and to get the team to converge on something, that the group can take as an action.<\/p>\n\n\n\n
As a team leader, I needed to sell the vision of the project to the team, to get everybody\u2019s buy in.<\/p>\n\n\n\n
More recently, I have been in contact with many aspiring and active entrepreneurs. Selling is something that they do with every breath.<\/p>\n\n\n\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 10 of 12 Previous 1 … 9 10 11 12 Next

\n
Source: Coaching for Performance by John Whitmore<\/i><\/p>\n\n\n\n
There are a few more \u201ccircles\u201d to cover which we will in Part II of the article.<\/p>\n\n\n\n
Till then...<\/p>\n","post_title":"Journey of a coach - theory & practice (Part I)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-i","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:34","post_modified_gmt":"2024-01-29 10:55:34","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1521,"post_author":"26","post_date":"2014-10-30 10:57:02","post_date_gmt":"2014-10-30 05:27:02","post_content":"\n
$\"Network_whenhow2\"$ <\/a><\/figure>\n\n\n\n
One is never without a network and if you are reading this - it may be more to know how to grow it and\/or to overcome obstacles, often due to one's level comfort with so called \"networking\".<\/p>\n\n\n\n
If you look at how you:<\/p>\n\n\n\n
\n
got the opportunity to work in your current position<\/li>\n\n\n\n
got into your college\/school<\/li>\n\n\n\n
got your house on rent or bought your apartment<\/li>\n<\/ul>\n\n\n\n
you will see that a network - formal, informal or virtual (internet based) was at play.<\/p>\n\n\n\n
I will focus on growing your professional network and a few simple steps for it and not delve into specifics of social media, as all of you would be familiar with it.<\/p>\n\n\n\n
First, start with your existing network - which will be your current and past colleagues, your college and school alumni, friends and family. See that you stay in touch with them, by meeting them up or electronically, if you are not in touch start right away. Sending greetings for important occasions, festivals and events is a good way to start. Make it a point to call a few of them over the commute\/ weekends and work on the complete list slowly and steadily, start at top the list again once you complete it.<\/p>\n\n\n\n
What if you need to ask for a reference or a favor from a person with whom you are not in regular touch. The best way to is to be honest, there is no point in coming up with a phony reason to get in touch with them and ask for what you want. Your honesty will be appreciated, after that do thank them and make an effort to stay in touch with them. See that your nurture this set of contacts where you have already made a start.<\/p>\n\n\n\n
Once, when I was looking out for a job using my network, I made it a point to call and thank all those who forwarded my resume to their contacts and I sent a book as a gift to thank all those contacts whose help took me to the interview stage. I did it without any motive and what amazed me was the warmth from these contacts in all my future interactions.<\/p>\n\n\n\n
Second area to focus on are the professional events - there will be events where your technical or managerial domain will be the focus. You may be sponsored\/encouraged by your organizations to attend them, do not let is pass citing an excuse of being busy. Do make time to attend a few of them. If you find that you do not have this opportunity then see that you find such events and enroll yourself.<\/p>\n\n\n\n
In my experience these events certainly help you make a few contacts, you will always find a few persons whom you will find interesting and knowledgeable and connect effortlessly. The key is to nurture this - see that you follow-up with a mail and\/or a call.<\/p>\n\n\n\n
If you are the type who feels inhibited to make an opening, then do not worry. I was advised by one of my mentors to just listen and not worry about talking and enjoy being there. If you listen and observe intently you will find yourself talking soon. Your focus on the interactions and not on your perceived ability, does the trick. Try it a couple of times and see for yourself.<\/p>\n\n\n\n
Lastly, for anything to succeed one has to have the desire, then comes the effort and discipline for achieving it. A small progress or a step with positive result, is the best encouragement for you to strive towards your goals. Do ponder on your actions and results to stay focused on continuing to do this.<\/p>\n\n\n\n
One related question I hear from many of my coachees is \"visibility\" within the organization. More on that in a later post.<\/p>\n","post_title":"Networking - when and how to begin?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"networking-when-and-how-to-begin","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:58","post_modified_gmt":"2024-01-29 14:50:58","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1521","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1517,"post_author":"30","post_date":"2014-10-29 09:30:26","post_date_gmt":"2014-10-29 04:00:26","post_content":"\n
$\"sell-it\"$ <\/a><\/figure>\n\n\n\n
As a child, I used to come up with various ideas for almost anything, and ask for Rs. 1000\/- per idea. Being a child, nobody would want to pay money, that too a thousand Rupees \u2013 but, I would get something else as an appreciation for my efforts. A toffee, a cone ice cream etc.<\/p>\n\n\n\n
Further on, when I used to be active in small groups, selling was more of ideas and to get the team to converge on something, that the group can take as an action.<\/p>\n\n\n\n
As a team leader, I needed to sell the vision of the project to the team, to get everybody\u2019s buy in.<\/p>\n\n\n\n
More recently, I have been in contact with many aspiring and active entrepreneurs. Selling is something that they do with every breath.<\/p>\n\n\n\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 10 of 12 Previous 1 … 9 10 11 12 Next

\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
Source: Coaching for Performance by John Whitmore<\/i><\/p>\n\n\n\n
There are a few more \u201ccircles\u201d to cover which we will in Part II of the article.<\/p>\n\n\n\n
Till then...<\/p>\n","post_title":"Journey of a coach - theory & practice (Part I)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-i","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:34","post_modified_gmt":"2024-01-29 10:55:34","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1521,"post_author":"26","post_date":"2014-10-30 10:57:02","post_date_gmt":"2014-10-30 05:27:02","post_content":"\n
$\"Network_whenhow2\"$ <\/a><\/figure>\n\n\n\n
One is never without a network and if you are reading this - it may be more to know how to grow it and\/or to overcome obstacles, often due to one's level comfort with so called \"networking\".<\/p>\n\n\n\n
If you look at how you:<\/p>\n\n\n\n
\n
got the opportunity to work in your current position<\/li>\n\n\n\n
got into your college\/school<\/li>\n\n\n\n
got your house on rent or bought your apartment<\/li>\n<\/ul>\n\n\n\n
you will see that a network - formal, informal or virtual (internet based) was at play.<\/p>\n\n\n\n
I will focus on growing your professional network and a few simple steps for it and not delve into specifics of social media, as all of you would be familiar with it.<\/p>\n\n\n\n
First, start with your existing network - which will be your current and past colleagues, your college and school alumni, friends and family. See that you stay in touch with them, by meeting them up or electronically, if you are not in touch start right away. Sending greetings for important occasions, festivals and events is a good way to start. Make it a point to call a few of them over the commute\/ weekends and work on the complete list slowly and steadily, start at top the list again once you complete it.<\/p>\n\n\n\n
What if you need to ask for a reference or a favor from a person with whom you are not in regular touch. The best way to is to be honest, there is no point in coming up with a phony reason to get in touch with them and ask for what you want. Your honesty will be appreciated, after that do thank them and make an effort to stay in touch with them. See that your nurture this set of contacts where you have already made a start.<\/p>\n\n\n\n
Once, when I was looking out for a job using my network, I made it a point to call and thank all those who forwarded my resume to their contacts and I sent a book as a gift to thank all those contacts whose help took me to the interview stage. I did it without any motive and what amazed me was the warmth from these contacts in all my future interactions.<\/p>\n\n\n\n
Second area to focus on are the professional events - there will be events where your technical or managerial domain will be the focus. You may be sponsored\/encouraged by your organizations to attend them, do not let is pass citing an excuse of being busy. Do make time to attend a few of them. If you find that you do not have this opportunity then see that you find such events and enroll yourself.<\/p>\n\n\n\n
In my experience these events certainly help you make a few contacts, you will always find a few persons whom you will find interesting and knowledgeable and connect effortlessly. The key is to nurture this - see that you follow-up with a mail and\/or a call.<\/p>\n\n\n\n
If you are the type who feels inhibited to make an opening, then do not worry. I was advised by one of my mentors to just listen and not worry about talking and enjoy being there. If you listen and observe intently you will find yourself talking soon. Your focus on the interactions and not on your perceived ability, does the trick. Try it a couple of times and see for yourself.<\/p>\n\n\n\n
Lastly, for anything to succeed one has to have the desire, then comes the effort and discipline for achieving it. A small progress or a step with positive result, is the best encouragement for you to strive towards your goals. Do ponder on your actions and results to stay focused on continuing to do this.<\/p>\n\n\n\n
One related question I hear from many of my coachees is \"visibility\" within the organization. More on that in a later post.<\/p>\n","post_title":"Networking - when and how to begin?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"networking-when-and-how-to-begin","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:58","post_modified_gmt":"2024-01-29 14:50:58","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1521","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1517,"post_author":"30","post_date":"2014-10-29 09:30:26","post_date_gmt":"2014-10-29 04:00:26","post_content":"\n
$\"sell-it\"$ <\/a><\/figure>\n\n\n\n
As a child, I used to come up with various ideas for almost anything, and ask for Rs. 1000\/- per idea. Being a child, nobody would want to pay money, that too a thousand Rupees \u2013 but, I would get something else as an appreciation for my efforts. A toffee, a cone ice cream etc.<\/p>\n\n\n\n
Further on, when I used to be active in small groups, selling was more of ideas and to get the team to converge on something, that the group can take as an action.<\/p>\n\n\n\n
As a team leader, I needed to sell the vision of the project to the team, to get everybody\u2019s buy in.<\/p>\n\n\n\n
More recently, I have been in contact with many aspiring and active entrepreneurs. Selling is something that they do with every breath.<\/p>\n\n\n\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 10 of 12 Previous 1 … 9 10 11 12 Next

\n
At the stage of Esteem from others, one is looking \u201cexternal\u201d recognition and prestige as motivators. At the stage of Self-esteem, external motivators tend to become less important. More important is the need to make a difference and being empowered to do so enhancing self-esteem. This self-esteem stage is where coaching makes the biggest impact for personal growth.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
Source: Coaching for Performance by John Whitmore<\/i><\/p>\n\n\n\n
There are a few more \u201ccircles\u201d to cover which we will in Part II of the article.<\/p>\n\n\n\n
Till then...<\/p>\n","post_title":"Journey of a coach - theory & practice (Part I)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-i","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:34","post_modified_gmt":"2024-01-29 10:55:34","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1521,"post_author":"26","post_date":"2014-10-30 10:57:02","post_date_gmt":"2014-10-30 05:27:02","post_content":"\n
$\"Network_whenhow2\"$ <\/a><\/figure>\n\n\n\n
One is never without a network and if you are reading this - it may be more to know how to grow it and\/or to overcome obstacles, often due to one's level comfort with so called \"networking\".<\/p>\n\n\n\n
If you look at how you:<\/p>\n\n\n\n
\n
got the opportunity to work in your current position<\/li>\n\n\n\n
got into your college\/school<\/li>\n\n\n\n
got your house on rent or bought your apartment<\/li>\n<\/ul>\n\n\n\n
you will see that a network - formal, informal or virtual (internet based) was at play.<\/p>\n\n\n\n
I will focus on growing your professional network and a few simple steps for it and not delve into specifics of social media, as all of you would be familiar with it.<\/p>\n\n\n\n
First, start with your existing network - which will be your current and past colleagues, your college and school alumni, friends and family. See that you stay in touch with them, by meeting them up or electronically, if you are not in touch start right away. Sending greetings for important occasions, festivals and events is a good way to start. Make it a point to call a few of them over the commute\/ weekends and work on the complete list slowly and steadily, start at top the list again once you complete it.<\/p>\n\n\n\n
What if you need to ask for a reference or a favor from a person with whom you are not in regular touch. The best way to is to be honest, there is no point in coming up with a phony reason to get in touch with them and ask for what you want. Your honesty will be appreciated, after that do thank them and make an effort to stay in touch with them. See that your nurture this set of contacts where you have already made a start.<\/p>\n\n\n\n
Once, when I was looking out for a job using my network, I made it a point to call and thank all those who forwarded my resume to their contacts and I sent a book as a gift to thank all those contacts whose help took me to the interview stage. I did it without any motive and what amazed me was the warmth from these contacts in all my future interactions.<\/p>\n\n\n\n
Second area to focus on are the professional events - there will be events where your technical or managerial domain will be the focus. You may be sponsored\/encouraged by your organizations to attend them, do not let is pass citing an excuse of being busy. Do make time to attend a few of them. If you find that you do not have this opportunity then see that you find such events and enroll yourself.<\/p>\n\n\n\n
In my experience these events certainly help you make a few contacts, you will always find a few persons whom you will find interesting and knowledgeable and connect effortlessly. The key is to nurture this - see that you follow-up with a mail and\/or a call.<\/p>\n\n\n\n
If you are the type who feels inhibited to make an opening, then do not worry. I was advised by one of my mentors to just listen and not worry about talking and enjoy being there. If you listen and observe intently you will find yourself talking soon. Your focus on the interactions and not on your perceived ability, does the trick. Try it a couple of times and see for yourself.<\/p>\n\n\n\n
Lastly, for anything to succeed one has to have the desire, then comes the effort and discipline for achieving it. A small progress or a step with positive result, is the best encouragement for you to strive towards your goals. Do ponder on your actions and results to stay focused on continuing to do this.<\/p>\n\n\n\n
One related question I hear from many of my coachees is \"visibility\" within the organization. More on that in a later post.<\/p>\n","post_title":"Networking - when and how to begin?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"networking-when-and-how-to-begin","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:58","post_modified_gmt":"2024-01-29 14:50:58","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1521","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1517,"post_author":"30","post_date":"2014-10-29 09:30:26","post_date_gmt":"2014-10-29 04:00:26","post_content":"\n
$\"sell-it\"$ <\/a><\/figure>\n\n\n\n
As a child, I used to come up with various ideas for almost anything, and ask for Rs. 1000\/- per idea. Being a child, nobody would want to pay money, that too a thousand Rupees \u2013 but, I would get something else as an appreciation for my efforts. A toffee, a cone ice cream etc.<\/p>\n\n\n\n
Further on, when I used to be active in small groups, selling was more of ideas and to get the team to converge on something, that the group can take as an action.<\/p>\n\n\n\n
As a team leader, I needed to sell the vision of the project to the team, to get everybody\u2019s buy in.<\/p>\n\n\n\n
More recently, I have been in contact with many aspiring and active entrepreneurs. Selling is something that they do with every breath.<\/p>\n\n\n\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 10 of 12 Previous 1 … 9 10 11 12 Next

\n
Maslow\u2019s theory is that motivation is linked to the stage an individual is at in a hierarchy of needs (see diagram below from Whitmore\u2019s Coaching for Performance). Note that Whitmore has split Maslow\u2019s Esteem stage into two \u2013 Esteem from others and Self-esteem.<\/p>\n\n\n\n
At the stage of Esteem from others, one is looking \u201cexternal\u201d recognition and prestige as motivators. At the stage of Self-esteem, external motivators tend to become less important. More important is the need to make a difference and being empowered to do so enhancing self-esteem. This self-esteem stage is where coaching makes the biggest impact for personal growth.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
Source: Coaching for Performance by John Whitmore<\/i><\/p>\n\n\n\n
There are a few more \u201ccircles\u201d to cover which we will in Part II of the article.<\/p>\n\n\n\n
Till then...<\/p>\n","post_title":"Journey of a coach - theory & practice (Part I)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-i","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:34","post_modified_gmt":"2024-01-29 10:55:34","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1521,"post_author":"26","post_date":"2014-10-30 10:57:02","post_date_gmt":"2014-10-30 05:27:02","post_content":"\n
$\"Network_whenhow2\"$ <\/a><\/figure>\n\n\n\n
One is never without a network and if you are reading this - it may be more to know how to grow it and\/or to overcome obstacles, often due to one's level comfort with so called \"networking\".<\/p>\n\n\n\n
If you look at how you:<\/p>\n\n\n\n
\n
got the opportunity to work in your current position<\/li>\n\n\n\n
got into your college\/school<\/li>\n\n\n\n
got your house on rent or bought your apartment<\/li>\n<\/ul>\n\n\n\n
you will see that a network - formal, informal or virtual (internet based) was at play.<\/p>\n\n\n\n
I will focus on growing your professional network and a few simple steps for it and not delve into specifics of social media, as all of you would be familiar with it.<\/p>\n\n\n\n
First, start with your existing network - which will be your current and past colleagues, your college and school alumni, friends and family. See that you stay in touch with them, by meeting them up or electronically, if you are not in touch start right away. Sending greetings for important occasions, festivals and events is a good way to start. Make it a point to call a few of them over the commute\/ weekends and work on the complete list slowly and steadily, start at top the list again once you complete it.<\/p>\n\n\n\n
What if you need to ask for a reference or a favor from a person with whom you are not in regular touch. The best way to is to be honest, there is no point in coming up with a phony reason to get in touch with them and ask for what you want. Your honesty will be appreciated, after that do thank them and make an effort to stay in touch with them. See that your nurture this set of contacts where you have already made a start.<\/p>\n\n\n\n
Once, when I was looking out for a job using my network, I made it a point to call and thank all those who forwarded my resume to their contacts and I sent a book as a gift to thank all those contacts whose help took me to the interview stage. I did it without any motive and what amazed me was the warmth from these contacts in all my future interactions.<\/p>\n\n\n\n
Second area to focus on are the professional events - there will be events where your technical or managerial domain will be the focus. You may be sponsored\/encouraged by your organizations to attend them, do not let is pass citing an excuse of being busy. Do make time to attend a few of them. If you find that you do not have this opportunity then see that you find such events and enroll yourself.<\/p>\n\n\n\n
In my experience these events certainly help you make a few contacts, you will always find a few persons whom you will find interesting and knowledgeable and connect effortlessly. The key is to nurture this - see that you follow-up with a mail and\/or a call.<\/p>\n\n\n\n
If you are the type who feels inhibited to make an opening, then do not worry. I was advised by one of my mentors to just listen and not worry about talking and enjoy being there. If you listen and observe intently you will find yourself talking soon. Your focus on the interactions and not on your perceived ability, does the trick. Try it a couple of times and see for yourself.<\/p>\n\n\n\n
Lastly, for anything to succeed one has to have the desire, then comes the effort and discipline for achieving it. A small progress or a step with positive result, is the best encouragement for you to strive towards your goals. Do ponder on your actions and results to stay focused on continuing to do this.<\/p>\n\n\n\n
One related question I hear from many of my coachees is \"visibility\" within the organization. More on that in a later post.<\/p>\n","post_title":"Networking - when and how to begin?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"networking-when-and-how-to-begin","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:58","post_modified_gmt":"2024-01-29 14:50:58","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1521","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1517,"post_author":"30","post_date":"2014-10-29 09:30:26","post_date_gmt":"2014-10-29 04:00:26","post_content":"\n
$\"sell-it\"$ <\/a><\/figure>\n\n\n\n
As a child, I used to come up with various ideas for almost anything, and ask for Rs. 1000\/- per idea. Being a child, nobody would want to pay money, that too a thousand Rupees \u2013 but, I would get something else as an appreciation for my efforts. A toffee, a cone ice cream etc.<\/p>\n\n\n\n
Further on, when I used to be active in small groups, selling was more of ideas and to get the team to converge on something, that the group can take as an action.<\/p>\n\n\n\n
As a team leader, I needed to sell the vision of the project to the team, to get everybody\u2019s buy in.<\/p>\n\n\n\n
More recently, I have been in contact with many aspiring and active entrepreneurs. Selling is something that they do with every breath.<\/p>\n\n\n\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 10 of 12 Previous 1 … 9 10 11 12 Next

\n
Are they motivated enough to become more aware<\/b> and take responsibility<\/b> by themselves and not just because their employer has enrolled them in a training & coaching program?<\/p>\n\n\n\n
Maslow\u2019s theory is that motivation is linked to the stage an individual is at in a hierarchy of needs (see diagram below from Whitmore\u2019s Coaching for Performance). Note that Whitmore has split Maslow\u2019s Esteem stage into two \u2013 Esteem from others and Self-esteem.<\/p>\n\n\n\n
At the stage of Esteem from others, one is looking \u201cexternal\u201d recognition and prestige as motivators. At the stage of Self-esteem, external motivators tend to become less important. More important is the need to make a difference and being empowered to do so enhancing self-esteem. This self-esteem stage is where coaching makes the biggest impact for personal growth.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
Source: Coaching for Performance by John Whitmore<\/i><\/p>\n\n\n\n
There are a few more \u201ccircles\u201d to cover which we will in Part II of the article.<\/p>\n\n\n\n
Till then...<\/p>\n","post_title":"Journey of a coach - theory & practice (Part I)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-i","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:34","post_modified_gmt":"2024-01-29 10:55:34","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1521,"post_author":"26","post_date":"2014-10-30 10:57:02","post_date_gmt":"2014-10-30 05:27:02","post_content":"\n
$\"Network_whenhow2\"$ <\/a><\/figure>\n\n\n\n
One is never without a network and if you are reading this - it may be more to know how to grow it and\/or to overcome obstacles, often due to one's level comfort with so called \"networking\".<\/p>\n\n\n\n
If you look at how you:<\/p>\n\n\n\n
\n
got the opportunity to work in your current position<\/li>\n\n\n\n
got into your college\/school<\/li>\n\n\n\n
got your house on rent or bought your apartment<\/li>\n<\/ul>\n\n\n\n
you will see that a network - formal, informal or virtual (internet based) was at play.<\/p>\n\n\n\n
I will focus on growing your professional network and a few simple steps for it and not delve into specifics of social media, as all of you would be familiar with it.<\/p>\n\n\n\n
First, start with your existing network - which will be your current and past colleagues, your college and school alumni, friends and family. See that you stay in touch with them, by meeting them up or electronically, if you are not in touch start right away. Sending greetings for important occasions, festivals and events is a good way to start. Make it a point to call a few of them over the commute\/ weekends and work on the complete list slowly and steadily, start at top the list again once you complete it.<\/p>\n\n\n\n
What if you need to ask for a reference or a favor from a person with whom you are not in regular touch. The best way to is to be honest, there is no point in coming up with a phony reason to get in touch with them and ask for what you want. Your honesty will be appreciated, after that do thank them and make an effort to stay in touch with them. See that your nurture this set of contacts where you have already made a start.<\/p>\n\n\n\n
Once, when I was looking out for a job using my network, I made it a point to call and thank all those who forwarded my resume to their contacts and I sent a book as a gift to thank all those contacts whose help took me to the interview stage. I did it without any motive and what amazed me was the warmth from these contacts in all my future interactions.<\/p>\n\n\n\n
Second area to focus on are the professional events - there will be events where your technical or managerial domain will be the focus. You may be sponsored\/encouraged by your organizations to attend them, do not let is pass citing an excuse of being busy. Do make time to attend a few of them. If you find that you do not have this opportunity then see that you find such events and enroll yourself.<\/p>\n\n\n\n
In my experience these events certainly help you make a few contacts, you will always find a few persons whom you will find interesting and knowledgeable and connect effortlessly. The key is to nurture this - see that you follow-up with a mail and\/or a call.<\/p>\n\n\n\n
If you are the type who feels inhibited to make an opening, then do not worry. I was advised by one of my mentors to just listen and not worry about talking and enjoy being there. If you listen and observe intently you will find yourself talking soon. Your focus on the interactions and not on your perceived ability, does the trick. Try it a couple of times and see for yourself.<\/p>\n\n\n\n
Lastly, for anything to succeed one has to have the desire, then comes the effort and discipline for achieving it. A small progress or a step with positive result, is the best encouragement for you to strive towards your goals. Do ponder on your actions and results to stay focused on continuing to do this.<\/p>\n\n\n\n
One related question I hear from many of my coachees is \"visibility\" within the organization. More on that in a later post.<\/p>\n","post_title":"Networking - when and how to begin?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"networking-when-and-how-to-begin","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:58","post_modified_gmt":"2024-01-29 14:50:58","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1521","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1517,"post_author":"30","post_date":"2014-10-29 09:30:26","post_date_gmt":"2014-10-29 04:00:26","post_content":"\n
$\"sell-it\"$ <\/a><\/figure>\n\n\n\n
As a child, I used to come up with various ideas for almost anything, and ask for Rs. 1000\/- per idea. Being a child, nobody would want to pay money, that too a thousand Rupees \u2013 but, I would get something else as an appreciation for my efforts. A toffee, a cone ice cream etc.<\/p>\n\n\n\n
Further on, when I used to be active in small groups, selling was more of ideas and to get the team to converge on something, that the group can take as an action.<\/p>\n\n\n\n
As a team leader, I needed to sell the vision of the project to the team, to get everybody\u2019s buy in.<\/p>\n\n\n\n
More recently, I have been in contact with many aspiring and active entrepreneurs. Selling is something that they do with every breath.<\/p>\n\n\n\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 10 of 12 Previous 1 … 9 10 11 12 Next

\n
The next circle of influence is relating to how receptive people are to coaching even if their work situation was amenable for it.<\/p>\n\n\n\n
Are they motivated enough to become more aware<\/b> and take responsibility<\/b> by themselves and not just because their employer has enrolled them in a training & coaching program?<\/p>\n\n\n\n
Maslow\u2019s theory is that motivation is linked to the stage an individual is at in a hierarchy of needs (see diagram below from Whitmore\u2019s Coaching for Performance). Note that Whitmore has split Maslow\u2019s Esteem stage into two \u2013 Esteem from others and Self-esteem.<\/p>\n\n\n\n
At the stage of Esteem from others, one is looking \u201cexternal\u201d recognition and prestige as motivators. At the stage of Self-esteem, external motivators tend to become less important. More important is the need to make a difference and being empowered to do so enhancing self-esteem. This self-esteem stage is where coaching makes the biggest impact for personal growth.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
Source: Coaching for Performance by John Whitmore<\/i><\/p>\n\n\n\n
There are a few more \u201ccircles\u201d to cover which we will in Part II of the article.<\/p>\n\n\n\n
Till then...<\/p>\n","post_title":"Journey of a coach - theory & practice (Part I)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-i","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:34","post_modified_gmt":"2024-01-29 10:55:34","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1521,"post_author":"26","post_date":"2014-10-30 10:57:02","post_date_gmt":"2014-10-30 05:27:02","post_content":"\n
$\"Network_whenhow2\"$ <\/a><\/figure>\n\n\n\n
One is never without a network and if you are reading this - it may be more to know how to grow it and\/or to overcome obstacles, often due to one's level comfort with so called \"networking\".<\/p>\n\n\n\n
If you look at how you:<\/p>\n\n\n\n
\n
got the opportunity to work in your current position<\/li>\n\n\n\n
got into your college\/school<\/li>\n\n\n\n
got your house on rent or bought your apartment<\/li>\n<\/ul>\n\n\n\n
you will see that a network - formal, informal or virtual (internet based) was at play.<\/p>\n\n\n\n
I will focus on growing your professional network and a few simple steps for it and not delve into specifics of social media, as all of you would be familiar with it.<\/p>\n\n\n\n
First, start with your existing network - which will be your current and past colleagues, your college and school alumni, friends and family. See that you stay in touch with them, by meeting them up or electronically, if you are not in touch start right away. Sending greetings for important occasions, festivals and events is a good way to start. Make it a point to call a few of them over the commute\/ weekends and work on the complete list slowly and steadily, start at top the list again once you complete it.<\/p>\n\n\n\n
What if you need to ask for a reference or a favor from a person with whom you are not in regular touch. The best way to is to be honest, there is no point in coming up with a phony reason to get in touch with them and ask for what you want. Your honesty will be appreciated, after that do thank them and make an effort to stay in touch with them. See that your nurture this set of contacts where you have already made a start.<\/p>\n\n\n\n
Once, when I was looking out for a job using my network, I made it a point to call and thank all those who forwarded my resume to their contacts and I sent a book as a gift to thank all those contacts whose help took me to the interview stage. I did it without any motive and what amazed me was the warmth from these contacts in all my future interactions.<\/p>\n\n\n\n
Second area to focus on are the professional events - there will be events where your technical or managerial domain will be the focus. You may be sponsored\/encouraged by your organizations to attend them, do not let is pass citing an excuse of being busy. Do make time to attend a few of them. If you find that you do not have this opportunity then see that you find such events and enroll yourself.<\/p>\n\n\n\n
In my experience these events certainly help you make a few contacts, you will always find a few persons whom you will find interesting and knowledgeable and connect effortlessly. The key is to nurture this - see that you follow-up with a mail and\/or a call.<\/p>\n\n\n\n
If you are the type who feels inhibited to make an opening, then do not worry. I was advised by one of my mentors to just listen and not worry about talking and enjoy being there. If you listen and observe intently you will find yourself talking soon. Your focus on the interactions and not on your perceived ability, does the trick. Try it a couple of times and see for yourself.<\/p>\n\n\n\n
Lastly, for anything to succeed one has to have the desire, then comes the effort and discipline for achieving it. A small progress or a step with positive result, is the best encouragement for you to strive towards your goals. Do ponder on your actions and results to stay focused on continuing to do this.<\/p>\n\n\n\n
One related question I hear from many of my coachees is \"visibility\" within the organization. More on that in a later post.<\/p>\n","post_title":"Networking - when and how to begin?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"networking-when-and-how-to-begin","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:58","post_modified_gmt":"2024-01-29 14:50:58","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1521","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1517,"post_author":"30","post_date":"2014-10-29 09:30:26","post_date_gmt":"2014-10-29 04:00:26","post_content":"\n
$\"sell-it\"$ <\/a><\/figure>\n\n\n\n
As a child, I used to come up with various ideas for almost anything, and ask for Rs. 1000\/- per idea. Being a child, nobody would want to pay money, that too a thousand Rupees \u2013 but, I would get something else as an appreciation for my efforts. A toffee, a cone ice cream etc.<\/p>\n\n\n\n
Further on, when I used to be active in small groups, selling was more of ideas and to get the team to converge on something, that the group can take as an action.<\/p>\n\n\n\n
As a team leader, I needed to sell the vision of the project to the team, to get everybody\u2019s buy in.<\/p>\n\n\n\n
More recently, I have been in contact with many aspiring and active entrepreneurs. Selling is something that they do with every breath.<\/p>\n\n\n\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 10 of 12 Previous 1 … 9 10 11 12 Next

\n
<\/p>\n\n\n\n
The next circle of influence is relating to how receptive people are to coaching even if their work situation was amenable for it.<\/p>\n\n\n\n
Are they motivated enough to become more aware<\/b> and take responsibility<\/b> by themselves and not just because their employer has enrolled them in a training & coaching program?<\/p>\n\n\n\n
Maslow\u2019s theory is that motivation is linked to the stage an individual is at in a hierarchy of needs (see diagram below from Whitmore\u2019s Coaching for Performance). Note that Whitmore has split Maslow\u2019s Esteem stage into two \u2013 Esteem from others and Self-esteem.<\/p>\n\n\n\n
At the stage of Esteem from others, one is looking \u201cexternal\u201d recognition and prestige as motivators. At the stage of Self-esteem, external motivators tend to become less important. More important is the need to make a difference and being empowered to do so enhancing self-esteem. This self-esteem stage is where coaching makes the biggest impact for personal growth.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
Source: Coaching for Performance by John Whitmore<\/i><\/p>\n\n\n\n
There are a few more \u201ccircles\u201d to cover which we will in Part II of the article.<\/p>\n\n\n\n
Till then...<\/p>\n","post_title":"Journey of a coach - theory & practice (Part I)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-i","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:34","post_modified_gmt":"2024-01-29 10:55:34","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1521,"post_author":"26","post_date":"2014-10-30 10:57:02","post_date_gmt":"2014-10-30 05:27:02","post_content":"\n
$\"Network_whenhow2\"$ <\/a><\/figure>\n\n\n\n
One is never without a network and if you are reading this - it may be more to know how to grow it and\/or to overcome obstacles, often due to one's level comfort with so called \"networking\".<\/p>\n\n\n\n
If you look at how you:<\/p>\n\n\n\n
\n
got the opportunity to work in your current position<\/li>\n\n\n\n
got into your college\/school<\/li>\n\n\n\n
got your house on rent or bought your apartment<\/li>\n<\/ul>\n\n\n\n
you will see that a network - formal, informal or virtual (internet based) was at play.<\/p>\n\n\n\n
I will focus on growing your professional network and a few simple steps for it and not delve into specifics of social media, as all of you would be familiar with it.<\/p>\n\n\n\n
First, start with your existing network - which will be your current and past colleagues, your college and school alumni, friends and family. See that you stay in touch with them, by meeting them up or electronically, if you are not in touch start right away. Sending greetings for important occasions, festivals and events is a good way to start. Make it a point to call a few of them over the commute\/ weekends and work on the complete list slowly and steadily, start at top the list again once you complete it.<\/p>\n\n\n\n
What if you need to ask for a reference or a favor from a person with whom you are not in regular touch. The best way to is to be honest, there is no point in coming up with a phony reason to get in touch with them and ask for what you want. Your honesty will be appreciated, after that do thank them and make an effort to stay in touch with them. See that your nurture this set of contacts where you have already made a start.<\/p>\n\n\n\n
Once, when I was looking out for a job using my network, I made it a point to call and thank all those who forwarded my resume to their contacts and I sent a book as a gift to thank all those contacts whose help took me to the interview stage. I did it without any motive and what amazed me was the warmth from these contacts in all my future interactions.<\/p>\n\n\n\n
Second area to focus on are the professional events - there will be events where your technical or managerial domain will be the focus. You may be sponsored\/encouraged by your organizations to attend them, do not let is pass citing an excuse of being busy. Do make time to attend a few of them. If you find that you do not have this opportunity then see that you find such events and enroll yourself.<\/p>\n\n\n\n
In my experience these events certainly help you make a few contacts, you will always find a few persons whom you will find interesting and knowledgeable and connect effortlessly. The key is to nurture this - see that you follow-up with a mail and\/or a call.<\/p>\n\n\n\n
If you are the type who feels inhibited to make an opening, then do not worry. I was advised by one of my mentors to just listen and not worry about talking and enjoy being there. If you listen and observe intently you will find yourself talking soon. Your focus on the interactions and not on your perceived ability, does the trick. Try it a couple of times and see for yourself.<\/p>\n\n\n\n
Lastly, for anything to succeed one has to have the desire, then comes the effort and discipline for achieving it. A small progress or a step with positive result, is the best encouragement for you to strive towards your goals. Do ponder on your actions and results to stay focused on continuing to do this.<\/p>\n\n\n\n
One related question I hear from many of my coachees is \"visibility\" within the organization. More on that in a later post.<\/p>\n","post_title":"Networking - when and how to begin?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"networking-when-and-how-to-begin","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:58","post_modified_gmt":"2024-01-29 14:50:58","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1521","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1517,"post_author":"30","post_date":"2014-10-29 09:30:26","post_date_gmt":"2014-10-29 04:00:26","post_content":"\n
$\"sell-it\"$ <\/a><\/figure>\n\n\n\n
As a child, I used to come up with various ideas for almost anything, and ask for Rs. 1000\/- per idea. Being a child, nobody would want to pay money, that too a thousand Rupees \u2013 but, I would get something else as an appreciation for my efforts. A toffee, a cone ice cream etc.<\/p>\n\n\n\n
Further on, when I used to be active in small groups, selling was more of ideas and to get the team to converge on something, that the group can take as an action.<\/p>\n\n\n\n
As a team leader, I needed to sell the vision of the project to the team, to get everybody\u2019s buy in.<\/p>\n\n\n\n
More recently, I have been in contact with many aspiring and active entrepreneurs. Selling is something that they do with every breath.<\/p>\n\n\n\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 10 of 12 Previous 1 … 9 10 11 12 Next

\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The next circle of influence is relating to how receptive people are to coaching even if their work situation was amenable for it.<\/p>\n\n\n\n
Are they motivated enough to become more aware<\/b> and take responsibility<\/b> by themselves and not just because their employer has enrolled them in a training & coaching program?<\/p>\n\n\n\n
Maslow\u2019s theory is that motivation is linked to the stage an individual is at in a hierarchy of needs (see diagram below from Whitmore\u2019s Coaching for Performance). Note that Whitmore has split Maslow\u2019s Esteem stage into two \u2013 Esteem from others and Self-esteem.<\/p>\n\n\n\n
At the stage of Esteem from others, one is looking \u201cexternal\u201d recognition and prestige as motivators. At the stage of Self-esteem, external motivators tend to become less important. More important is the need to make a difference and being empowered to do so enhancing self-esteem. This self-esteem stage is where coaching makes the biggest impact for personal growth.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
Source: Coaching for Performance by John Whitmore<\/i><\/p>\n\n\n\n
There are a few more \u201ccircles\u201d to cover which we will in Part II of the article.<\/p>\n\n\n\n
Till then...<\/p>\n","post_title":"Journey of a coach - theory & practice (Part I)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-i","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:34","post_modified_gmt":"2024-01-29 10:55:34","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1521,"post_author":"26","post_date":"2014-10-30 10:57:02","post_date_gmt":"2014-10-30 05:27:02","post_content":"\n
$\"Network_whenhow2\"$ <\/a><\/figure>\n\n\n\n
One is never without a network and if you are reading this - it may be more to know how to grow it and\/or to overcome obstacles, often due to one's level comfort with so called \"networking\".<\/p>\n\n\n\n
If you look at how you:<\/p>\n\n\n\n
\n
got the opportunity to work in your current position<\/li>\n\n\n\n
got into your college\/school<\/li>\n\n\n\n
got your house on rent or bought your apartment<\/li>\n<\/ul>\n\n\n\n
you will see that a network - formal, informal or virtual (internet based) was at play.<\/p>\n\n\n\n
I will focus on growing your professional network and a few simple steps for it and not delve into specifics of social media, as all of you would be familiar with it.<\/p>\n\n\n\n
First, start with your existing network - which will be your current and past colleagues, your college and school alumni, friends and family. See that you stay in touch with them, by meeting them up or electronically, if you are not in touch start right away. Sending greetings for important occasions, festivals and events is a good way to start. Make it a point to call a few of them over the commute\/ weekends and work on the complete list slowly and steadily, start at top the list again once you complete it.<\/p>\n\n\n\n
What if you need to ask for a reference or a favor from a person with whom you are not in regular touch. The best way to is to be honest, there is no point in coming up with a phony reason to get in touch with them and ask for what you want. Your honesty will be appreciated, after that do thank them and make an effort to stay in touch with them. See that your nurture this set of contacts where you have already made a start.<\/p>\n\n\n\n
Once, when I was looking out for a job using my network, I made it a point to call and thank all those who forwarded my resume to their contacts and I sent a book as a gift to thank all those contacts whose help took me to the interview stage. I did it without any motive and what amazed me was the warmth from these contacts in all my future interactions.<\/p>\n\n\n\n
Second area to focus on are the professional events - there will be events where your technical or managerial domain will be the focus. You may be sponsored\/encouraged by your organizations to attend them, do not let is pass citing an excuse of being busy. Do make time to attend a few of them. If you find that you do not have this opportunity then see that you find such events and enroll yourself.<\/p>\n\n\n\n
In my experience these events certainly help you make a few contacts, you will always find a few persons whom you will find interesting and knowledgeable and connect effortlessly. The key is to nurture this - see that you follow-up with a mail and\/or a call.<\/p>\n\n\n\n
If you are the type who feels inhibited to make an opening, then do not worry. I was advised by one of my mentors to just listen and not worry about talking and enjoy being there. If you listen and observe intently you will find yourself talking soon. Your focus on the interactions and not on your perceived ability, does the trick. Try it a couple of times and see for yourself.<\/p>\n\n\n\n
Lastly, for anything to succeed one has to have the desire, then comes the effort and discipline for achieving it. A small progress or a step with positive result, is the best encouragement for you to strive towards your goals. Do ponder on your actions and results to stay focused on continuing to do this.<\/p>\n\n\n\n
One related question I hear from many of my coachees is \"visibility\" within the organization. More on that in a later post.<\/p>\n","post_title":"Networking - when and how to begin?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"networking-when-and-how-to-begin","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:58","post_modified_gmt":"2024-01-29 14:50:58","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1521","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1517,"post_author":"30","post_date":"2014-10-29 09:30:26","post_date_gmt":"2014-10-29 04:00:26","post_content":"\n
$\"sell-it\"$ <\/a><\/figure>\n\n\n\n
As a child, I used to come up with various ideas for almost anything, and ask for Rs. 1000\/- per idea. Being a child, nobody would want to pay money, that too a thousand Rupees \u2013 but, I would get something else as an appreciation for my efforts. A toffee, a cone ice cream etc.<\/p>\n\n\n\n
Further on, when I used to be active in small groups, selling was more of ideas and to get the team to converge on something, that the group can take as an action.<\/p>\n\n\n\n
As a team leader, I needed to sell the vision of the project to the team, to get everybody\u2019s buy in.<\/p>\n\n\n\n
More recently, I have been in contact with many aspiring and active entrepreneurs. Selling is something that they do with every breath.<\/p>\n\n\n\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 10 of 12 Previous 1 … 9 10 11 12 Next

\n
Circle #2: Are people always receptive to coaching?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The next circle of influence is relating to how receptive people are to coaching even if their work situation was amenable for it.<\/p>\n\n\n\n
Are they motivated enough to become more aware<\/b> and take responsibility<\/b> by themselves and not just because their employer has enrolled them in a training & coaching program?<\/p>\n\n\n\n
Maslow\u2019s theory is that motivation is linked to the stage an individual is at in a hierarchy of needs (see diagram below from Whitmore\u2019s Coaching for Performance). Note that Whitmore has split Maslow\u2019s Esteem stage into two \u2013 Esteem from others and Self-esteem.<\/p>\n\n\n\n
At the stage of Esteem from others, one is looking \u201cexternal\u201d recognition and prestige as motivators. At the stage of Self-esteem, external motivators tend to become less important. More important is the need to make a difference and being empowered to do so enhancing self-esteem. This self-esteem stage is where coaching makes the biggest impact for personal growth.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
Source: Coaching for Performance by John Whitmore<\/i><\/p>\n\n\n\n
There are a few more \u201ccircles\u201d to cover which we will in Part II of the article.<\/p>\n\n\n\n
Till then...<\/p>\n","post_title":"Journey of a coach - theory & practice (Part I)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-i","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:34","post_modified_gmt":"2024-01-29 10:55:34","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1521,"post_author":"26","post_date":"2014-10-30 10:57:02","post_date_gmt":"2014-10-30 05:27:02","post_content":"\n
$\"Network_whenhow2\"$ <\/a><\/figure>\n\n\n\n
One is never without a network and if you are reading this - it may be more to know how to grow it and\/or to overcome obstacles, often due to one's level comfort with so called \"networking\".<\/p>\n\n\n\n
If you look at how you:<\/p>\n\n\n\n
\n
got the opportunity to work in your current position<\/li>\n\n\n\n
got into your college\/school<\/li>\n\n\n\n
got your house on rent or bought your apartment<\/li>\n<\/ul>\n\n\n\n
you will see that a network - formal, informal or virtual (internet based) was at play.<\/p>\n\n\n\n
I will focus on growing your professional network and a few simple steps for it and not delve into specifics of social media, as all of you would be familiar with it.<\/p>\n\n\n\n
First, start with your existing network - which will be your current and past colleagues, your college and school alumni, friends and family. See that you stay in touch with them, by meeting them up or electronically, if you are not in touch start right away. Sending greetings for important occasions, festivals and events is a good way to start. Make it a point to call a few of them over the commute\/ weekends and work on the complete list slowly and steadily, start at top the list again once you complete it.<\/p>\n\n\n\n
What if you need to ask for a reference or a favor from a person with whom you are not in regular touch. The best way to is to be honest, there is no point in coming up with a phony reason to get in touch with them and ask for what you want. Your honesty will be appreciated, after that do thank them and make an effort to stay in touch with them. See that your nurture this set of contacts where you have already made a start.<\/p>\n\n\n\n
Once, when I was looking out for a job using my network, I made it a point to call and thank all those who forwarded my resume to their contacts and I sent a book as a gift to thank all those contacts whose help took me to the interview stage. I did it without any motive and what amazed me was the warmth from these contacts in all my future interactions.<\/p>\n\n\n\n
Second area to focus on are the professional events - there will be events where your technical or managerial domain will be the focus. You may be sponsored\/encouraged by your organizations to attend them, do not let is pass citing an excuse of being busy. Do make time to attend a few of them. If you find that you do not have this opportunity then see that you find such events and enroll yourself.<\/p>\n\n\n\n
In my experience these events certainly help you make a few contacts, you will always find a few persons whom you will find interesting and knowledgeable and connect effortlessly. The key is to nurture this - see that you follow-up with a mail and\/or a call.<\/p>\n\n\n\n
If you are the type who feels inhibited to make an opening, then do not worry. I was advised by one of my mentors to just listen and not worry about talking and enjoy being there. If you listen and observe intently you will find yourself talking soon. Your focus on the interactions and not on your perceived ability, does the trick. Try it a couple of times and see for yourself.<\/p>\n\n\n\n
Lastly, for anything to succeed one has to have the desire, then comes the effort and discipline for achieving it. A small progress or a step with positive result, is the best encouragement for you to strive towards your goals. Do ponder on your actions and results to stay focused on continuing to do this.<\/p>\n\n\n\n
One related question I hear from many of my coachees is \"visibility\" within the organization. More on that in a later post.<\/p>\n","post_title":"Networking - when and how to begin?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"networking-when-and-how-to-begin","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:58","post_modified_gmt":"2024-01-29 14:50:58","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1521","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1517,"post_author":"30","post_date":"2014-10-29 09:30:26","post_date_gmt":"2014-10-29 04:00:26","post_content":"\n
$\"sell-it\"$ <\/a><\/figure>\n\n\n\n
As a child, I used to come up with various ideas for almost anything, and ask for Rs. 1000\/- per idea. Being a child, nobody would want to pay money, that too a thousand Rupees \u2013 but, I would get something else as an appreciation for my efforts. A toffee, a cone ice cream etc.<\/p>\n\n\n\n
Further on, when I used to be active in small groups, selling was more of ideas and to get the team to converge on something, that the group can take as an action.<\/p>\n\n\n\n
As a team leader, I needed to sell the vision of the project to the team, to get everybody\u2019s buy in.<\/p>\n\n\n\n
More recently, I have been in contact with many aspiring and active entrepreneurs. Selling is something that they do with every breath.<\/p>\n\n\n\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 10 of 12 Previous 1 … 9 10 11 12 Next

\n
So, my interpretation of theory is that there is better pay-off of coaching in some situations than others. However, there are many, many work situations wherein the quality of work<\/b> or results<\/b> is very important, the learning<\/b> for the coachee very important and it is not an emergency<\/b>. Coaching is very relevant in those cases.<\/p>\n\n\n\n
Circle #2: Are people always receptive to coaching?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The next circle of influence is relating to how receptive people are to coaching even if their work situation was amenable for it.<\/p>\n\n\n\n
Are they motivated enough to become more aware<\/b> and take responsibility<\/b> by themselves and not just because their employer has enrolled them in a training & coaching program?<\/p>\n\n\n\n
Maslow\u2019s theory is that motivation is linked to the stage an individual is at in a hierarchy of needs (see diagram below from Whitmore\u2019s Coaching for Performance). Note that Whitmore has split Maslow\u2019s Esteem stage into two \u2013 Esteem from others and Self-esteem.<\/p>\n\n\n\n
At the stage of Esteem from others, one is looking \u201cexternal\u201d recognition and prestige as motivators. At the stage of Self-esteem, external motivators tend to become less important. More important is the need to make a difference and being empowered to do so enhancing self-esteem. This self-esteem stage is where coaching makes the biggest impact for personal growth.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
Source: Coaching for Performance by John Whitmore<\/i><\/p>\n\n\n\n
There are a few more \u201ccircles\u201d to cover which we will in Part II of the article.<\/p>\n\n\n\n
Till then...<\/p>\n","post_title":"Journey of a coach - theory & practice (Part I)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-i","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:34","post_modified_gmt":"2024-01-29 10:55:34","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1521,"post_author":"26","post_date":"2014-10-30 10:57:02","post_date_gmt":"2014-10-30 05:27:02","post_content":"\n
$\"Network_whenhow2\"$ <\/a><\/figure>\n\n\n\n
One is never without a network and if you are reading this - it may be more to know how to grow it and\/or to overcome obstacles, often due to one's level comfort with so called \"networking\".<\/p>\n\n\n\n
If you look at how you:<\/p>\n\n\n\n
\n
got the opportunity to work in your current position<\/li>\n\n\n\n
got into your college\/school<\/li>\n\n\n\n
got your house on rent or bought your apartment<\/li>\n<\/ul>\n\n\n\n
you will see that a network - formal, informal or virtual (internet based) was at play.<\/p>\n\n\n\n
I will focus on growing your professional network and a few simple steps for it and not delve into specifics of social media, as all of you would be familiar with it.<\/p>\n\n\n\n
First, start with your existing network - which will be your current and past colleagues, your college and school alumni, friends and family. See that you stay in touch with them, by meeting them up or electronically, if you are not in touch start right away. Sending greetings for important occasions, festivals and events is a good way to start. Make it a point to call a few of them over the commute\/ weekends and work on the complete list slowly and steadily, start at top the list again once you complete it.<\/p>\n\n\n\n
What if you need to ask for a reference or a favor from a person with whom you are not in regular touch. The best way to is to be honest, there is no point in coming up with a phony reason to get in touch with them and ask for what you want. Your honesty will be appreciated, after that do thank them and make an effort to stay in touch with them. See that your nurture this set of contacts where you have already made a start.<\/p>\n\n\n\n
Once, when I was looking out for a job using my network, I made it a point to call and thank all those who forwarded my resume to their contacts and I sent a book as a gift to thank all those contacts whose help took me to the interview stage. I did it without any motive and what amazed me was the warmth from these contacts in all my future interactions.<\/p>\n\n\n\n
Second area to focus on are the professional events - there will be events where your technical or managerial domain will be the focus. You may be sponsored\/encouraged by your organizations to attend them, do not let is pass citing an excuse of being busy. Do make time to attend a few of them. If you find that you do not have this opportunity then see that you find such events and enroll yourself.<\/p>\n\n\n\n
In my experience these events certainly help you make a few contacts, you will always find a few persons whom you will find interesting and knowledgeable and connect effortlessly. The key is to nurture this - see that you follow-up with a mail and\/or a call.<\/p>\n\n\n\n
If you are the type who feels inhibited to make an opening, then do not worry. I was advised by one of my mentors to just listen and not worry about talking and enjoy being there. If you listen and observe intently you will find yourself talking soon. Your focus on the interactions and not on your perceived ability, does the trick. Try it a couple of times and see for yourself.<\/p>\n\n\n\n
Lastly, for anything to succeed one has to have the desire, then comes the effort and discipline for achieving it. A small progress or a step with positive result, is the best encouragement for you to strive towards your goals. Do ponder on your actions and results to stay focused on continuing to do this.<\/p>\n\n\n\n
One related question I hear from many of my coachees is \"visibility\" within the organization. More on that in a later post.<\/p>\n","post_title":"Networking - when and how to begin?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"networking-when-and-how-to-begin","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:58","post_modified_gmt":"2024-01-29 14:50:58","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1521","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1517,"post_author":"30","post_date":"2014-10-29 09:30:26","post_date_gmt":"2014-10-29 04:00:26","post_content":"\n
$\"sell-it\"$ <\/a><\/figure>\n\n\n\n
As a child, I used to come up with various ideas for almost anything, and ask for Rs. 1000\/- per idea. Being a child, nobody would want to pay money, that too a thousand Rupees \u2013 but, I would get something else as an appreciation for my efforts. A toffee, a cone ice cream etc.<\/p>\n\n\n\n
Further on, when I used to be active in small groups, selling was more of ideas and to get the team to converge on something, that the group can take as an action.<\/p>\n\n\n\n
As a team leader, I needed to sell the vision of the project to the team, to get everybody\u2019s buy in.<\/p>\n\n\n\n
More recently, I have been in contact with many aspiring and active entrepreneurs. Selling is something that they do with every breath.<\/p>\n\n\n\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 10 of 12 Previous 1 … 9 10 11 12 Next

\n
There are also other equivalent (but less extreme) situations at work when time is of essence and all that the coachee needs is information or simple direction (like for example, how to balance staff loading in a project schedule).<\/p>\n\n\n\n
So, my interpretation of theory is that there is better pay-off of coaching in some situations than others. However, there are many, many work situations wherein the quality of work<\/b> or results<\/b> is very important, the learning<\/b> for the coachee very important and it is not an emergency<\/b>. Coaching is very relevant in those cases.<\/p>\n\n\n\n
Circle #2: Are people always receptive to coaching?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The next circle of influence is relating to how receptive people are to coaching even if their work situation was amenable for it.<\/p>\n\n\n\n
Are they motivated enough to become more aware<\/b> and take responsibility<\/b> by themselves and not just because their employer has enrolled them in a training & coaching program?<\/p>\n\n\n\n
Maslow\u2019s theory is that motivation is linked to the stage an individual is at in a hierarchy of needs (see diagram below from Whitmore\u2019s Coaching for Performance). Note that Whitmore has split Maslow\u2019s Esteem stage into two \u2013 Esteem from others and Self-esteem.<\/p>\n\n\n\n
At the stage of Esteem from others, one is looking \u201cexternal\u201d recognition and prestige as motivators. At the stage of Self-esteem, external motivators tend to become less important. More important is the need to make a difference and being empowered to do so enhancing self-esteem. This self-esteem stage is where coaching makes the biggest impact for personal growth.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
Source: Coaching for Performance by John Whitmore<\/i><\/p>\n\n\n\n
There are a few more \u201ccircles\u201d to cover which we will in Part II of the article.<\/p>\n\n\n\n
Till then...<\/p>\n","post_title":"Journey of a coach - theory & practice (Part I)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-i","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:34","post_modified_gmt":"2024-01-29 10:55:34","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1521,"post_author":"26","post_date":"2014-10-30 10:57:02","post_date_gmt":"2014-10-30 05:27:02","post_content":"\n
$\"Network_whenhow2\"$ <\/a><\/figure>\n\n\n\n
One is never without a network and if you are reading this - it may be more to know how to grow it and\/or to overcome obstacles, often due to one's level comfort with so called \"networking\".<\/p>\n\n\n\n
If you look at how you:<\/p>\n\n\n\n
\n
got the opportunity to work in your current position<\/li>\n\n\n\n
got into your college\/school<\/li>\n\n\n\n
got your house on rent or bought your apartment<\/li>\n<\/ul>\n\n\n\n
you will see that a network - formal, informal or virtual (internet based) was at play.<\/p>\n\n\n\n
I will focus on growing your professional network and a few simple steps for it and not delve into specifics of social media, as all of you would be familiar with it.<\/p>\n\n\n\n
First, start with your existing network - which will be your current and past colleagues, your college and school alumni, friends and family. See that you stay in touch with them, by meeting them up or electronically, if you are not in touch start right away. Sending greetings for important occasions, festivals and events is a good way to start. Make it a point to call a few of them over the commute\/ weekends and work on the complete list slowly and steadily, start at top the list again once you complete it.<\/p>\n\n\n\n
What if you need to ask for a reference or a favor from a person with whom you are not in regular touch. The best way to is to be honest, there is no point in coming up with a phony reason to get in touch with them and ask for what you want. Your honesty will be appreciated, after that do thank them and make an effort to stay in touch with them. See that your nurture this set of contacts where you have already made a start.<\/p>\n\n\n\n
Once, when I was looking out for a job using my network, I made it a point to call and thank all those who forwarded my resume to their contacts and I sent a book as a gift to thank all those contacts whose help took me to the interview stage. I did it without any motive and what amazed me was the warmth from these contacts in all my future interactions.<\/p>\n\n\n\n
Second area to focus on are the professional events - there will be events where your technical or managerial domain will be the focus. You may be sponsored\/encouraged by your organizations to attend them, do not let is pass citing an excuse of being busy. Do make time to attend a few of them. If you find that you do not have this opportunity then see that you find such events and enroll yourself.<\/p>\n\n\n\n
In my experience these events certainly help you make a few contacts, you will always find a few persons whom you will find interesting and knowledgeable and connect effortlessly. The key is to nurture this - see that you follow-up with a mail and\/or a call.<\/p>\n\n\n\n
If you are the type who feels inhibited to make an opening, then do not worry. I was advised by one of my mentors to just listen and not worry about talking and enjoy being there. If you listen and observe intently you will find yourself talking soon. Your focus on the interactions and not on your perceived ability, does the trick. Try it a couple of times and see for yourself.<\/p>\n\n\n\n
Lastly, for anything to succeed one has to have the desire, then comes the effort and discipline for achieving it. A small progress or a step with positive result, is the best encouragement for you to strive towards your goals. Do ponder on your actions and results to stay focused on continuing to do this.<\/p>\n\n\n\n
One related question I hear from many of my coachees is \"visibility\" within the organization. More on that in a later post.<\/p>\n","post_title":"Networking - when and how to begin?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"networking-when-and-how-to-begin","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:58","post_modified_gmt":"2024-01-29 14:50:58","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1521","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1517,"post_author":"30","post_date":"2014-10-29 09:30:26","post_date_gmt":"2014-10-29 04:00:26","post_content":"\n
$\"sell-it\"$ <\/a><\/figure>\n\n\n\n
As a child, I used to come up with various ideas for almost anything, and ask for Rs. 1000\/- per idea. Being a child, nobody would want to pay money, that too a thousand Rupees \u2013 but, I would get something else as an appreciation for my efforts. A toffee, a cone ice cream etc.<\/p>\n\n\n\n
Further on, when I used to be active in small groups, selling was more of ideas and to get the team to converge on something, that the group can take as an action.<\/p>\n\n\n\n
As a team leader, I needed to sell the vision of the project to the team, to get everybody\u2019s buy in.<\/p>\n\n\n\n
More recently, I have been in contact with many aspiring and active entrepreneurs. Selling is something that they do with every breath.<\/p>\n\n\n\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 10 of 12 Previous 1 … 9 10 11 12 Next

\n
That is all very well, but what if you are a commando fighting a guerrilla war in a jungle and see a metal tube from the foliage pointing at you. Your commander (\u201cmanager\u201d) is not going to coach you through the situation, is he?<\/p>\n\n\n\n
There are also other equivalent (but less extreme) situations at work when time is of essence and all that the coachee needs is information or simple direction (like for example, how to balance staff loading in a project schedule).<\/p>\n\n\n\n
So, my interpretation of theory is that there is better pay-off of coaching in some situations than others. However, there are many, many work situations wherein the quality of work<\/b> or results<\/b> is very important, the learning<\/b> for the coachee very important and it is not an emergency<\/b>. Coaching is very relevant in those cases.<\/p>\n\n\n\n
Circle #2: Are people always receptive to coaching?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The next circle of influence is relating to how receptive people are to coaching even if their work situation was amenable for it.<\/p>\n\n\n\n
Are they motivated enough to become more aware<\/b> and take responsibility<\/b> by themselves and not just because their employer has enrolled them in a training & coaching program?<\/p>\n\n\n\n
Maslow\u2019s theory is that motivation is linked to the stage an individual is at in a hierarchy of needs (see diagram below from Whitmore\u2019s Coaching for Performance). Note that Whitmore has split Maslow\u2019s Esteem stage into two \u2013 Esteem from others and Self-esteem.<\/p>\n\n\n\n
At the stage of Esteem from others, one is looking \u201cexternal\u201d recognition and prestige as motivators. At the stage of Self-esteem, external motivators tend to become less important. More important is the need to make a difference and being empowered to do so enhancing self-esteem. This self-esteem stage is where coaching makes the biggest impact for personal growth.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
Source: Coaching for Performance by John Whitmore<\/i><\/p>\n\n\n\n
There are a few more \u201ccircles\u201d to cover which we will in Part II of the article.<\/p>\n\n\n\n
Till then...<\/p>\n","post_title":"Journey of a coach - theory & practice (Part I)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-i","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:34","post_modified_gmt":"2024-01-29 10:55:34","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1521,"post_author":"26","post_date":"2014-10-30 10:57:02","post_date_gmt":"2014-10-30 05:27:02","post_content":"\n
$\"Network_whenhow2\"$ <\/a><\/figure>\n\n\n\n
One is never without a network and if you are reading this - it may be more to know how to grow it and\/or to overcome obstacles, often due to one's level comfort with so called \"networking\".<\/p>\n\n\n\n
If you look at how you:<\/p>\n\n\n\n
\n
got the opportunity to work in your current position<\/li>\n\n\n\n
got into your college\/school<\/li>\n\n\n\n
got your house on rent or bought your apartment<\/li>\n<\/ul>\n\n\n\n
you will see that a network - formal, informal or virtual (internet based) was at play.<\/p>\n\n\n\n
I will focus on growing your professional network and a few simple steps for it and not delve into specifics of social media, as all of you would be familiar with it.<\/p>\n\n\n\n
First, start with your existing network - which will be your current and past colleagues, your college and school alumni, friends and family. See that you stay in touch with them, by meeting them up or electronically, if you are not in touch start right away. Sending greetings for important occasions, festivals and events is a good way to start. Make it a point to call a few of them over the commute\/ weekends and work on the complete list slowly and steadily, start at top the list again once you complete it.<\/p>\n\n\n\n
What if you need to ask for a reference or a favor from a person with whom you are not in regular touch. The best way to is to be honest, there is no point in coming up with a phony reason to get in touch with them and ask for what you want. Your honesty will be appreciated, after that do thank them and make an effort to stay in touch with them. See that your nurture this set of contacts where you have already made a start.<\/p>\n\n\n\n
Once, when I was looking out for a job using my network, I made it a point to call and thank all those who forwarded my resume to their contacts and I sent a book as a gift to thank all those contacts whose help took me to the interview stage. I did it without any motive and what amazed me was the warmth from these contacts in all my future interactions.<\/p>\n\n\n\n
Second area to focus on are the professional events - there will be events where your technical or managerial domain will be the focus. You may be sponsored\/encouraged by your organizations to attend them, do not let is pass citing an excuse of being busy. Do make time to attend a few of them. If you find that you do not have this opportunity then see that you find such events and enroll yourself.<\/p>\n\n\n\n
In my experience these events certainly help you make a few contacts, you will always find a few persons whom you will find interesting and knowledgeable and connect effortlessly. The key is to nurture this - see that you follow-up with a mail and\/or a call.<\/p>\n\n\n\n
If you are the type who feels inhibited to make an opening, then do not worry. I was advised by one of my mentors to just listen and not worry about talking and enjoy being there. If you listen and observe intently you will find yourself talking soon. Your focus on the interactions and not on your perceived ability, does the trick. Try it a couple of times and see for yourself.<\/p>\n\n\n\n
Lastly, for anything to succeed one has to have the desire, then comes the effort and discipline for achieving it. A small progress or a step with positive result, is the best encouragement for you to strive towards your goals. Do ponder on your actions and results to stay focused on continuing to do this.<\/p>\n\n\n\n
One related question I hear from many of my coachees is \"visibility\" within the organization. More on that in a later post.<\/p>\n","post_title":"Networking - when and how to begin?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"networking-when-and-how-to-begin","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:58","post_modified_gmt":"2024-01-29 14:50:58","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1521","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1517,"post_author":"30","post_date":"2014-10-29 09:30:26","post_date_gmt":"2014-10-29 04:00:26","post_content":"\n
$\"sell-it\"$ <\/a><\/figure>\n\n\n\n
As a child, I used to come up with various ideas for almost anything, and ask for Rs. 1000\/- per idea. Being a child, nobody would want to pay money, that too a thousand Rupees \u2013 but, I would get something else as an appreciation for my efforts. A toffee, a cone ice cream etc.<\/p>\n\n\n\n
Further on, when I used to be active in small groups, selling was more of ideas and to get the team to converge on something, that the group can take as an action.<\/p>\n\n\n\n
As a team leader, I needed to sell the vision of the project to the team, to get everybody\u2019s buy in.<\/p>\n\n\n\n
More recently, I have been in contact with many aspiring and active entrepreneurs. Selling is something that they do with every breath.<\/p>\n\n\n\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 10 of 12 Previous 1 … 9 10 11 12 Next

\n
In other words, all manager-reportee interactions can naturally follow the coaching style \u2013 the manager following the sequence of helping his reportee to identify the goal he is seeking to achieve, assess the current state of affairs, consider the available options to achieve the goal and making the commitment-making to make it happen.<\/p>\n\n\n\n
That is all very well, but what if you are a commando fighting a guerrilla war in a jungle and see a metal tube from the foliage pointing at you. Your commander (\u201cmanager\u201d) is not going to coach you through the situation, is he?<\/p>\n\n\n\n
There are also other equivalent (but less extreme) situations at work when time is of essence and all that the coachee needs is information or simple direction (like for example, how to balance staff loading in a project schedule).<\/p>\n\n\n\n
So, my interpretation of theory is that there is better pay-off of coaching in some situations than others. However, there are many, many work situations wherein the quality of work<\/b> or results<\/b> is very important, the learning<\/b> for the coachee very important and it is not an emergency<\/b>. Coaching is very relevant in those cases.<\/p>\n\n\n\n
Circle #2: Are people always receptive to coaching?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The next circle of influence is relating to how receptive people are to coaching even if their work situation was amenable for it.<\/p>\n\n\n\n
Are they motivated enough to become more aware<\/b> and take responsibility<\/b> by themselves and not just because their employer has enrolled them in a training & coaching program?<\/p>\n\n\n\n
Maslow\u2019s theory is that motivation is linked to the stage an individual is at in a hierarchy of needs (see diagram below from Whitmore\u2019s Coaching for Performance). Note that Whitmore has split Maslow\u2019s Esteem stage into two \u2013 Esteem from others and Self-esteem.<\/p>\n\n\n\n
At the stage of Esteem from others, one is looking \u201cexternal\u201d recognition and prestige as motivators. At the stage of Self-esteem, external motivators tend to become less important. More important is the need to make a difference and being empowered to do so enhancing self-esteem. This self-esteem stage is where coaching makes the biggest impact for personal growth.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
Source: Coaching for Performance by John Whitmore<\/i><\/p>\n\n\n\n
There are a few more \u201ccircles\u201d to cover which we will in Part II of the article.<\/p>\n\n\n\n
Till then...<\/p>\n","post_title":"Journey of a coach - theory & practice (Part I)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-i","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:34","post_modified_gmt":"2024-01-29 10:55:34","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1521,"post_author":"26","post_date":"2014-10-30 10:57:02","post_date_gmt":"2014-10-30 05:27:02","post_content":"\n
$\"Network_whenhow2\"$ <\/a><\/figure>\n\n\n\n
One is never without a network and if you are reading this - it may be more to know how to grow it and\/or to overcome obstacles, often due to one's level comfort with so called \"networking\".<\/p>\n\n\n\n
If you look at how you:<\/p>\n\n\n\n
\n
got the opportunity to work in your current position<\/li>\n\n\n\n
got into your college\/school<\/li>\n\n\n\n
got your house on rent or bought your apartment<\/li>\n<\/ul>\n\n\n\n
you will see that a network - formal, informal or virtual (internet based) was at play.<\/p>\n\n\n\n
I will focus on growing your professional network and a few simple steps for it and not delve into specifics of social media, as all of you would be familiar with it.<\/p>\n\n\n\n
First, start with your existing network - which will be your current and past colleagues, your college and school alumni, friends and family. See that you stay in touch with them, by meeting them up or electronically, if you are not in touch start right away. Sending greetings for important occasions, festivals and events is a good way to start. Make it a point to call a few of them over the commute\/ weekends and work on the complete list slowly and steadily, start at top the list again once you complete it.<\/p>\n\n\n\n
What if you need to ask for a reference or a favor from a person with whom you are not in regular touch. The best way to is to be honest, there is no point in coming up with a phony reason to get in touch with them and ask for what you want. Your honesty will be appreciated, after that do thank them and make an effort to stay in touch with them. See that your nurture this set of contacts where you have already made a start.<\/p>\n\n\n\n
Once, when I was looking out for a job using my network, I made it a point to call and thank all those who forwarded my resume to their contacts and I sent a book as a gift to thank all those contacts whose help took me to the interview stage. I did it without any motive and what amazed me was the warmth from these contacts in all my future interactions.<\/p>\n\n\n\n
Second area to focus on are the professional events - there will be events where your technical or managerial domain will be the focus. You may be sponsored\/encouraged by your organizations to attend them, do not let is pass citing an excuse of being busy. Do make time to attend a few of them. If you find that you do not have this opportunity then see that you find such events and enroll yourself.<\/p>\n\n\n\n
In my experience these events certainly help you make a few contacts, you will always find a few persons whom you will find interesting and knowledgeable and connect effortlessly. The key is to nurture this - see that you follow-up with a mail and\/or a call.<\/p>\n\n\n\n
If you are the type who feels inhibited to make an opening, then do not worry. I was advised by one of my mentors to just listen and not worry about talking and enjoy being there. If you listen and observe intently you will find yourself talking soon. Your focus on the interactions and not on your perceived ability, does the trick. Try it a couple of times and see for yourself.<\/p>\n\n\n\n
Lastly, for anything to succeed one has to have the desire, then comes the effort and discipline for achieving it. A small progress or a step with positive result, is the best encouragement for you to strive towards your goals. Do ponder on your actions and results to stay focused on continuing to do this.<\/p>\n\n\n\n
One related question I hear from many of my coachees is \"visibility\" within the organization. More on that in a later post.<\/p>\n","post_title":"Networking - when and how to begin?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"networking-when-and-how-to-begin","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:58","post_modified_gmt":"2024-01-29 14:50:58","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1521","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1517,"post_author":"30","post_date":"2014-10-29 09:30:26","post_date_gmt":"2014-10-29 04:00:26","post_content":"\n
$\"sell-it\"$ <\/a><\/figure>\n\n\n\n
As a child, I used to come up with various ideas for almost anything, and ask for Rs. 1000\/- per idea. Being a child, nobody would want to pay money, that too a thousand Rupees \u2013 but, I would get something else as an appreciation for my efforts. A toffee, a cone ice cream etc.<\/p>\n\n\n\n
Further on, when I used to be active in small groups, selling was more of ideas and to get the team to converge on something, that the group can take as an action.<\/p>\n\n\n\n
As a team leader, I needed to sell the vision of the project to the team, to get everybody\u2019s buy in.<\/p>\n\n\n\n
More recently, I have been in contact with many aspiring and active entrepreneurs. Selling is something that they do with every breath.<\/p>\n\n\n\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 10 of 12 Previous 1 … 9 10 11 12 Next

\n
The question is whether all such work situations are amenable for coaching - whether you are the manager of the coachee or an external coach. If you follow the \u201ctheory\u201d (that is Whitmore), a coaching style can become the default management style of the entire organization for all occasions.<\/p>\n\n\n\n
In other words, all manager-reportee interactions can naturally follow the coaching style \u2013 the manager following the sequence of helping his reportee to identify the goal he is seeking to achieve, assess the current state of affairs, consider the available options to achieve the goal and making the commitment-making to make it happen.<\/p>\n\n\n\n
That is all very well, but what if you are a commando fighting a guerrilla war in a jungle and see a metal tube from the foliage pointing at you. Your commander (\u201cmanager\u201d) is not going to coach you through the situation, is he?<\/p>\n\n\n\n
There are also other equivalent (but less extreme) situations at work when time is of essence and all that the coachee needs is information or simple direction (like for example, how to balance staff loading in a project schedule).<\/p>\n\n\n\n
So, my interpretation of theory is that there is better pay-off of coaching in some situations than others. However, there are many, many work situations wherein the quality of work<\/b> or results<\/b> is very important, the learning<\/b> for the coachee very important and it is not an emergency<\/b>. Coaching is very relevant in those cases.<\/p>\n\n\n\n
Circle #2: Are people always receptive to coaching?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The next circle of influence is relating to how receptive people are to coaching even if their work situation was amenable for it.<\/p>\n\n\n\n
Are they motivated enough to become more aware<\/b> and take responsibility<\/b> by themselves and not just because their employer has enrolled them in a training & coaching program?<\/p>\n\n\n\n
Maslow\u2019s theory is that motivation is linked to the stage an individual is at in a hierarchy of needs (see diagram below from Whitmore\u2019s Coaching for Performance). Note that Whitmore has split Maslow\u2019s Esteem stage into two \u2013 Esteem from others and Self-esteem.<\/p>\n\n\n\n
At the stage of Esteem from others, one is looking \u201cexternal\u201d recognition and prestige as motivators. At the stage of Self-esteem, external motivators tend to become less important. More important is the need to make a difference and being empowered to do so enhancing self-esteem. This self-esteem stage is where coaching makes the biggest impact for personal growth.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
Source: Coaching for Performance by John Whitmore<\/i><\/p>\n\n\n\n
There are a few more \u201ccircles\u201d to cover which we will in Part II of the article.<\/p>\n\n\n\n
Till then...<\/p>\n","post_title":"Journey of a coach - theory & practice (Part I)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-i","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:34","post_modified_gmt":"2024-01-29 10:55:34","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1521,"post_author":"26","post_date":"2014-10-30 10:57:02","post_date_gmt":"2014-10-30 05:27:02","post_content":"\n
$\"Network_whenhow2\"$ <\/a><\/figure>\n\n\n\n
One is never without a network and if you are reading this - it may be more to know how to grow it and\/or to overcome obstacles, often due to one's level comfort with so called \"networking\".<\/p>\n\n\n\n
If you look at how you:<\/p>\n\n\n\n
\n
got the opportunity to work in your current position<\/li>\n\n\n\n
got into your college\/school<\/li>\n\n\n\n
got your house on rent or bought your apartment<\/li>\n<\/ul>\n\n\n\n
you will see that a network - formal, informal or virtual (internet based) was at play.<\/p>\n\n\n\n
I will focus on growing your professional network and a few simple steps for it and not delve into specifics of social media, as all of you would be familiar with it.<\/p>\n\n\n\n
First, start with your existing network - which will be your current and past colleagues, your college and school alumni, friends and family. See that you stay in touch with them, by meeting them up or electronically, if you are not in touch start right away. Sending greetings for important occasions, festivals and events is a good way to start. Make it a point to call a few of them over the commute\/ weekends and work on the complete list slowly and steadily, start at top the list again once you complete it.<\/p>\n\n\n\n
What if you need to ask for a reference or a favor from a person with whom you are not in regular touch. The best way to is to be honest, there is no point in coming up with a phony reason to get in touch with them and ask for what you want. Your honesty will be appreciated, after that do thank them and make an effort to stay in touch with them. See that your nurture this set of contacts where you have already made a start.<\/p>\n\n\n\n
Once, when I was looking out for a job using my network, I made it a point to call and thank all those who forwarded my resume to their contacts and I sent a book as a gift to thank all those contacts whose help took me to the interview stage. I did it without any motive and what amazed me was the warmth from these contacts in all my future interactions.<\/p>\n\n\n\n
Second area to focus on are the professional events - there will be events where your technical or managerial domain will be the focus. You may be sponsored\/encouraged by your organizations to attend them, do not let is pass citing an excuse of being busy. Do make time to attend a few of them. If you find that you do not have this opportunity then see that you find such events and enroll yourself.<\/p>\n\n\n\n
In my experience these events certainly help you make a few contacts, you will always find a few persons whom you will find interesting and knowledgeable and connect effortlessly. The key is to nurture this - see that you follow-up with a mail and\/or a call.<\/p>\n\n\n\n
If you are the type who feels inhibited to make an opening, then do not worry. I was advised by one of my mentors to just listen and not worry about talking and enjoy being there. If you listen and observe intently you will find yourself talking soon. Your focus on the interactions and not on your perceived ability, does the trick. Try it a couple of times and see for yourself.<\/p>\n\n\n\n
Lastly, for anything to succeed one has to have the desire, then comes the effort and discipline for achieving it. A small progress or a step with positive result, is the best encouragement for you to strive towards your goals. Do ponder on your actions and results to stay focused on continuing to do this.<\/p>\n\n\n\n
One related question I hear from many of my coachees is \"visibility\" within the organization. More on that in a later post.<\/p>\n","post_title":"Networking - when and how to begin?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"networking-when-and-how-to-begin","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:58","post_modified_gmt":"2024-01-29 14:50:58","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1521","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1517,"post_author":"30","post_date":"2014-10-29 09:30:26","post_date_gmt":"2014-10-29 04:00:26","post_content":"\n
$\"sell-it\"$ <\/a><\/figure>\n\n\n\n
As a child, I used to come up with various ideas for almost anything, and ask for Rs. 1000\/- per idea. Being a child, nobody would want to pay money, that too a thousand Rupees \u2013 but, I would get something else as an appreciation for my efforts. A toffee, a cone ice cream etc.<\/p>\n\n\n\n
Further on, when I used to be active in small groups, selling was more of ideas and to get the team to converge on something, that the group can take as an action.<\/p>\n\n\n\n
As a team leader, I needed to sell the vision of the project to the team, to get everybody\u2019s buy in.<\/p>\n\n\n\n
More recently, I have been in contact with many aspiring and active entrepreneurs. Selling is something that they do with every breath.<\/p>\n\n\n\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 10 of 12 Previous 1 … 9 10 11 12 Next

\n
The first circle of influence is the coaching situation faced by the coachee at work. For example, it could be that he is recently promoted and finds gaining acceptance in his team a challenge.<\/p>\n\n\n\n
The question is whether all such work situations are amenable for coaching - whether you are the manager of the coachee or an external coach. If you follow the \u201ctheory\u201d (that is Whitmore), a coaching style can become the default management style of the entire organization for all occasions.<\/p>\n\n\n\n
In other words, all manager-reportee interactions can naturally follow the coaching style \u2013 the manager following the sequence of helping his reportee to identify the goal he is seeking to achieve, assess the current state of affairs, consider the available options to achieve the goal and making the commitment-making to make it happen.<\/p>\n\n\n\n
That is all very well, but what if you are a commando fighting a guerrilla war in a jungle and see a metal tube from the foliage pointing at you. Your commander (\u201cmanager\u201d) is not going to coach you through the situation, is he?<\/p>\n\n\n\n
There are also other equivalent (but less extreme) situations at work when time is of essence and all that the coachee needs is information or simple direction (like for example, how to balance staff loading in a project schedule).<\/p>\n\n\n\n
So, my interpretation of theory is that there is better pay-off of coaching in some situations than others. However, there are many, many work situations wherein the quality of work<\/b> or results<\/b> is very important, the learning<\/b> for the coachee very important and it is not an emergency<\/b>. Coaching is very relevant in those cases.<\/p>\n\n\n\n
Circle #2: Are people always receptive to coaching?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The next circle of influence is relating to how receptive people are to coaching even if their work situation was amenable for it.<\/p>\n\n\n\n
Are they motivated enough to become more aware<\/b> and take responsibility<\/b> by themselves and not just because their employer has enrolled them in a training & coaching program?<\/p>\n\n\n\n
Maslow\u2019s theory is that motivation is linked to the stage an individual is at in a hierarchy of needs (see diagram below from Whitmore\u2019s Coaching for Performance). Note that Whitmore has split Maslow\u2019s Esteem stage into two \u2013 Esteem from others and Self-esteem.<\/p>\n\n\n\n
At the stage of Esteem from others, one is looking \u201cexternal\u201d recognition and prestige as motivators. At the stage of Self-esteem, external motivators tend to become less important. More important is the need to make a difference and being empowered to do so enhancing self-esteem. This self-esteem stage is where coaching makes the biggest impact for personal growth.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
Source: Coaching for Performance by John Whitmore<\/i><\/p>\n\n\n\n
There are a few more \u201ccircles\u201d to cover which we will in Part II of the article.<\/p>\n\n\n\n
Till then...<\/p>\n","post_title":"Journey of a coach - theory & practice (Part I)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-i","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:34","post_modified_gmt":"2024-01-29 10:55:34","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1521,"post_author":"26","post_date":"2014-10-30 10:57:02","post_date_gmt":"2014-10-30 05:27:02","post_content":"\n
$\"Network_whenhow2\"$ <\/a><\/figure>\n\n\n\n
One is never without a network and if you are reading this - it may be more to know how to grow it and\/or to overcome obstacles, often due to one's level comfort with so called \"networking\".<\/p>\n\n\n\n
If you look at how you:<\/p>\n\n\n\n
\n
got the opportunity to work in your current position<\/li>\n\n\n\n
got into your college\/school<\/li>\n\n\n\n
got your house on rent or bought your apartment<\/li>\n<\/ul>\n\n\n\n
you will see that a network - formal, informal or virtual (internet based) was at play.<\/p>\n\n\n\n
I will focus on growing your professional network and a few simple steps for it and not delve into specifics of social media, as all of you would be familiar with it.<\/p>\n\n\n\n
First, start with your existing network - which will be your current and past colleagues, your college and school alumni, friends and family. See that you stay in touch with them, by meeting them up or electronically, if you are not in touch start right away. Sending greetings for important occasions, festivals and events is a good way to start. Make it a point to call a few of them over the commute\/ weekends and work on the complete list slowly and steadily, start at top the list again once you complete it.<\/p>\n\n\n\n
What if you need to ask for a reference or a favor from a person with whom you are not in regular touch. The best way to is to be honest, there is no point in coming up with a phony reason to get in touch with them and ask for what you want. Your honesty will be appreciated, after that do thank them and make an effort to stay in touch with them. See that your nurture this set of contacts where you have already made a start.<\/p>\n\n\n\n
Once, when I was looking out for a job using my network, I made it a point to call and thank all those who forwarded my resume to their contacts and I sent a book as a gift to thank all those contacts whose help took me to the interview stage. I did it without any motive and what amazed me was the warmth from these contacts in all my future interactions.<\/p>\n\n\n\n
Second area to focus on are the professional events - there will be events where your technical or managerial domain will be the focus. You may be sponsored\/encouraged by your organizations to attend them, do not let is pass citing an excuse of being busy. Do make time to attend a few of them. If you find that you do not have this opportunity then see that you find such events and enroll yourself.<\/p>\n\n\n\n
In my experience these events certainly help you make a few contacts, you will always find a few persons whom you will find interesting and knowledgeable and connect effortlessly. The key is to nurture this - see that you follow-up with a mail and\/or a call.<\/p>\n\n\n\n
If you are the type who feels inhibited to make an opening, then do not worry. I was advised by one of my mentors to just listen and not worry about talking and enjoy being there. If you listen and observe intently you will find yourself talking soon. Your focus on the interactions and not on your perceived ability, does the trick. Try it a couple of times and see for yourself.<\/p>\n\n\n\n
Lastly, for anything to succeed one has to have the desire, then comes the effort and discipline for achieving it. A small progress or a step with positive result, is the best encouragement for you to strive towards your goals. Do ponder on your actions and results to stay focused on continuing to do this.<\/p>\n\n\n\n
One related question I hear from many of my coachees is \"visibility\" within the organization. More on that in a later post.<\/p>\n","post_title":"Networking - when and how to begin?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"networking-when-and-how-to-begin","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:58","post_modified_gmt":"2024-01-29 14:50:58","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1521","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1517,"post_author":"30","post_date":"2014-10-29 09:30:26","post_date_gmt":"2014-10-29 04:00:26","post_content":"\n
$\"sell-it\"$ <\/a><\/figure>\n\n\n\n
As a child, I used to come up with various ideas for almost anything, and ask for Rs. 1000\/- per idea. Being a child, nobody would want to pay money, that too a thousand Rupees \u2013 but, I would get something else as an appreciation for my efforts. A toffee, a cone ice cream etc.<\/p>\n\n\n\n
Further on, when I used to be active in small groups, selling was more of ideas and to get the team to converge on something, that the group can take as an action.<\/p>\n\n\n\n
As a team leader, I needed to sell the vision of the project to the team, to get everybody\u2019s buy in.<\/p>\n\n\n\n
More recently, I have been in contact with many aspiring and active entrepreneurs. Selling is something that they do with every breath.<\/p>\n\n\n\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 10 of 12 Previous 1 … 9 10 11 12 Next

\n
<\/p>\n\n\n\n
The first circle of influence is the coaching situation faced by the coachee at work. For example, it could be that he is recently promoted and finds gaining acceptance in his team a challenge.<\/p>\n\n\n\n
The question is whether all such work situations are amenable for coaching - whether you are the manager of the coachee or an external coach. If you follow the \u201ctheory\u201d (that is Whitmore), a coaching style can become the default management style of the entire organization for all occasions.<\/p>\n\n\n\n
In other words, all manager-reportee interactions can naturally follow the coaching style \u2013 the manager following the sequence of helping his reportee to identify the goal he is seeking to achieve, assess the current state of affairs, consider the available options to achieve the goal and making the commitment-making to make it happen.<\/p>\n\n\n\n
That is all very well, but what if you are a commando fighting a guerrilla war in a jungle and see a metal tube from the foliage pointing at you. Your commander (\u201cmanager\u201d) is not going to coach you through the situation, is he?<\/p>\n\n\n\n
There are also other equivalent (but less extreme) situations at work when time is of essence and all that the coachee needs is information or simple direction (like for example, how to balance staff loading in a project schedule).<\/p>\n\n\n\n
So, my interpretation of theory is that there is better pay-off of coaching in some situations than others. However, there are many, many work situations wherein the quality of work<\/b> or results<\/b> is very important, the learning<\/b> for the coachee very important and it is not an emergency<\/b>. Coaching is very relevant in those cases.<\/p>\n\n\n\n
Circle #2: Are people always receptive to coaching?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The next circle of influence is relating to how receptive people are to coaching even if their work situation was amenable for it.<\/p>\n\n\n\n
Are they motivated enough to become more aware<\/b> and take responsibility<\/b> by themselves and not just because their employer has enrolled them in a training & coaching program?<\/p>\n\n\n\n
Maslow\u2019s theory is that motivation is linked to the stage an individual is at in a hierarchy of needs (see diagram below from Whitmore\u2019s Coaching for Performance). Note that Whitmore has split Maslow\u2019s Esteem stage into two \u2013 Esteem from others and Self-esteem.<\/p>\n\n\n\n
At the stage of Esteem from others, one is looking \u201cexternal\u201d recognition and prestige as motivators. At the stage of Self-esteem, external motivators tend to become less important. More important is the need to make a difference and being empowered to do so enhancing self-esteem. This self-esteem stage is where coaching makes the biggest impact for personal growth.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
Source: Coaching for Performance by John Whitmore<\/i><\/p>\n\n\n\n
There are a few more \u201ccircles\u201d to cover which we will in Part II of the article.<\/p>\n\n\n\n
Till then...<\/p>\n","post_title":"Journey of a coach - theory & practice (Part I)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-i","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:34","post_modified_gmt":"2024-01-29 10:55:34","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1521,"post_author":"26","post_date":"2014-10-30 10:57:02","post_date_gmt":"2014-10-30 05:27:02","post_content":"\n
$\"Network_whenhow2\"$ <\/a><\/figure>\n\n\n\n
One is never without a network and if you are reading this - it may be more to know how to grow it and\/or to overcome obstacles, often due to one's level comfort with so called \"networking\".<\/p>\n\n\n\n
If you look at how you:<\/p>\n\n\n\n
\n
got the opportunity to work in your current position<\/li>\n\n\n\n
got into your college\/school<\/li>\n\n\n\n
got your house on rent or bought your apartment<\/li>\n<\/ul>\n\n\n\n
you will see that a network - formal, informal or virtual (internet based) was at play.<\/p>\n\n\n\n
I will focus on growing your professional network and a few simple steps for it and not delve into specifics of social media, as all of you would be familiar with it.<\/p>\n\n\n\n
First, start with your existing network - which will be your current and past colleagues, your college and school alumni, friends and family. See that you stay in touch with them, by meeting them up or electronically, if you are not in touch start right away. Sending greetings for important occasions, festivals and events is a good way to start. Make it a point to call a few of them over the commute\/ weekends and work on the complete list slowly and steadily, start at top the list again once you complete it.<\/p>\n\n\n\n
What if you need to ask for a reference or a favor from a person with whom you are not in regular touch. The best way to is to be honest, there is no point in coming up with a phony reason to get in touch with them and ask for what you want. Your honesty will be appreciated, after that do thank them and make an effort to stay in touch with them. See that your nurture this set of contacts where you have already made a start.<\/p>\n\n\n\n
Once, when I was looking out for a job using my network, I made it a point to call and thank all those who forwarded my resume to their contacts and I sent a book as a gift to thank all those contacts whose help took me to the interview stage. I did it without any motive and what amazed me was the warmth from these contacts in all my future interactions.<\/p>\n\n\n\n
Second area to focus on are the professional events - there will be events where your technical or managerial domain will be the focus. You may be sponsored\/encouraged by your organizations to attend them, do not let is pass citing an excuse of being busy. Do make time to attend a few of them. If you find that you do not have this opportunity then see that you find such events and enroll yourself.<\/p>\n\n\n\n
In my experience these events certainly help you make a few contacts, you will always find a few persons whom you will find interesting and knowledgeable and connect effortlessly. The key is to nurture this - see that you follow-up with a mail and\/or a call.<\/p>\n\n\n\n
If you are the type who feels inhibited to make an opening, then do not worry. I was advised by one of my mentors to just listen and not worry about talking and enjoy being there. If you listen and observe intently you will find yourself talking soon. Your focus on the interactions and not on your perceived ability, does the trick. Try it a couple of times and see for yourself.<\/p>\n\n\n\n
Lastly, for anything to succeed one has to have the desire, then comes the effort and discipline for achieving it. A small progress or a step with positive result, is the best encouragement for you to strive towards your goals. Do ponder on your actions and results to stay focused on continuing to do this.<\/p>\n\n\n\n
One related question I hear from many of my coachees is \"visibility\" within the organization. More on that in a later post.<\/p>\n","post_title":"Networking - when and how to begin?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"networking-when-and-how-to-begin","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:58","post_modified_gmt":"2024-01-29 14:50:58","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1521","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1517,"post_author":"30","post_date":"2014-10-29 09:30:26","post_date_gmt":"2014-10-29 04:00:26","post_content":"\n
$\"sell-it\"$ <\/a><\/figure>\n\n\n\n
As a child, I used to come up with various ideas for almost anything, and ask for Rs. 1000\/- per idea. Being a child, nobody would want to pay money, that too a thousand Rupees \u2013 but, I would get something else as an appreciation for my efforts. A toffee, a cone ice cream etc.<\/p>\n\n\n\n
Further on, when I used to be active in small groups, selling was more of ideas and to get the team to converge on something, that the group can take as an action.<\/p>\n\n\n\n
As a team leader, I needed to sell the vision of the project to the team, to get everybody\u2019s buy in.<\/p>\n\n\n\n
More recently, I have been in contact with many aspiring and active entrepreneurs. Selling is something that they do with every breath.<\/p>\n\n\n\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 10 of 12 Previous 1 … 9 10 11 12 Next

\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The first circle of influence is the coaching situation faced by the coachee at work. For example, it could be that he is recently promoted and finds gaining acceptance in his team a challenge.<\/p>\n\n\n\n
The question is whether all such work situations are amenable for coaching - whether you are the manager of the coachee or an external coach. If you follow the \u201ctheory\u201d (that is Whitmore), a coaching style can become the default management style of the entire organization for all occasions.<\/p>\n\n\n\n
In other words, all manager-reportee interactions can naturally follow the coaching style \u2013 the manager following the sequence of helping his reportee to identify the goal he is seeking to achieve, assess the current state of affairs, consider the available options to achieve the goal and making the commitment-making to make it happen.<\/p>\n\n\n\n
That is all very well, but what if you are a commando fighting a guerrilla war in a jungle and see a metal tube from the foliage pointing at you. Your commander (\u201cmanager\u201d) is not going to coach you through the situation, is he?<\/p>\n\n\n\n
There are also other equivalent (but less extreme) situations at work when time is of essence and all that the coachee needs is information or simple direction (like for example, how to balance staff loading in a project schedule).<\/p>\n\n\n\n
So, my interpretation of theory is that there is better pay-off of coaching in some situations than others. However, there are many, many work situations wherein the quality of work<\/b> or results<\/b> is very important, the learning<\/b> for the coachee very important and it is not an emergency<\/b>. Coaching is very relevant in those cases.<\/p>\n\n\n\n
Circle #2: Are people always receptive to coaching?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The next circle of influence is relating to how receptive people are to coaching even if their work situation was amenable for it.<\/p>\n\n\n\n
Are they motivated enough to become more aware<\/b> and take responsibility<\/b> by themselves and not just because their employer has enrolled them in a training & coaching program?<\/p>\n\n\n\n
Maslow\u2019s theory is that motivation is linked to the stage an individual is at in a hierarchy of needs (see diagram below from Whitmore\u2019s Coaching for Performance). Note that Whitmore has split Maslow\u2019s Esteem stage into two \u2013 Esteem from others and Self-esteem.<\/p>\n\n\n\n
At the stage of Esteem from others, one is looking \u201cexternal\u201d recognition and prestige as motivators. At the stage of Self-esteem, external motivators tend to become less important. More important is the need to make a difference and being empowered to do so enhancing self-esteem. This self-esteem stage is where coaching makes the biggest impact for personal growth.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
Source: Coaching for Performance by John Whitmore<\/i><\/p>\n\n\n\n
There are a few more \u201ccircles\u201d to cover which we will in Part II of the article.<\/p>\n\n\n\n
Till then...<\/p>\n","post_title":"Journey of a coach - theory & practice (Part I)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-i","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:34","post_modified_gmt":"2024-01-29 10:55:34","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1521,"post_author":"26","post_date":"2014-10-30 10:57:02","post_date_gmt":"2014-10-30 05:27:02","post_content":"\n
$\"Network_whenhow2\"$ <\/a><\/figure>\n\n\n\n
One is never without a network and if you are reading this - it may be more to know how to grow it and\/or to overcome obstacles, often due to one's level comfort with so called \"networking\".<\/p>\n\n\n\n
If you look at how you:<\/p>\n\n\n\n
\n
got the opportunity to work in your current position<\/li>\n\n\n\n
got into your college\/school<\/li>\n\n\n\n
got your house on rent or bought your apartment<\/li>\n<\/ul>\n\n\n\n
you will see that a network - formal, informal or virtual (internet based) was at play.<\/p>\n\n\n\n
I will focus on growing your professional network and a few simple steps for it and not delve into specifics of social media, as all of you would be familiar with it.<\/p>\n\n\n\n
First, start with your existing network - which will be your current and past colleagues, your college and school alumni, friends and family. See that you stay in touch with them, by meeting them up or electronically, if you are not in touch start right away. Sending greetings for important occasions, festivals and events is a good way to start. Make it a point to call a few of them over the commute\/ weekends and work on the complete list slowly and steadily, start at top the list again once you complete it.<\/p>\n\n\n\n
What if you need to ask for a reference or a favor from a person with whom you are not in regular touch. The best way to is to be honest, there is no point in coming up with a phony reason to get in touch with them and ask for what you want. Your honesty will be appreciated, after that do thank them and make an effort to stay in touch with them. See that your nurture this set of contacts where you have already made a start.<\/p>\n\n\n\n
Once, when I was looking out for a job using my network, I made it a point to call and thank all those who forwarded my resume to their contacts and I sent a book as a gift to thank all those contacts whose help took me to the interview stage. I did it without any motive and what amazed me was the warmth from these contacts in all my future interactions.<\/p>\n\n\n\n
Second area to focus on are the professional events - there will be events where your technical or managerial domain will be the focus. You may be sponsored\/encouraged by your organizations to attend them, do not let is pass citing an excuse of being busy. Do make time to attend a few of them. If you find that you do not have this opportunity then see that you find such events and enroll yourself.<\/p>\n\n\n\n
In my experience these events certainly help you make a few contacts, you will always find a few persons whom you will find interesting and knowledgeable and connect effortlessly. The key is to nurture this - see that you follow-up with a mail and\/or a call.<\/p>\n\n\n\n
If you are the type who feels inhibited to make an opening, then do not worry. I was advised by one of my mentors to just listen and not worry about talking and enjoy being there. If you listen and observe intently you will find yourself talking soon. Your focus on the interactions and not on your perceived ability, does the trick. Try it a couple of times and see for yourself.<\/p>\n\n\n\n
Lastly, for anything to succeed one has to have the desire, then comes the effort and discipline for achieving it. A small progress or a step with positive result, is the best encouragement for you to strive towards your goals. Do ponder on your actions and results to stay focused on continuing to do this.<\/p>\n\n\n\n
One related question I hear from many of my coachees is \"visibility\" within the organization. More on that in a later post.<\/p>\n","post_title":"Networking - when and how to begin?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"networking-when-and-how-to-begin","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:58","post_modified_gmt":"2024-01-29 14:50:58","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1521","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1517,"post_author":"30","post_date":"2014-10-29 09:30:26","post_date_gmt":"2014-10-29 04:00:26","post_content":"\n
$\"sell-it\"$ <\/a><\/figure>\n\n\n\n
As a child, I used to come up with various ideas for almost anything, and ask for Rs. 1000\/- per idea. Being a child, nobody would want to pay money, that too a thousand Rupees \u2013 but, I would get something else as an appreciation for my efforts. A toffee, a cone ice cream etc.<\/p>\n\n\n\n
Further on, when I used to be active in small groups, selling was more of ideas and to get the team to converge on something, that the group can take as an action.<\/p>\n\n\n\n
As a team leader, I needed to sell the vision of the project to the team, to get everybody\u2019s buy in.<\/p>\n\n\n\n
More recently, I have been in contact with many aspiring and active entrepreneurs. Selling is something that they do with every breath.<\/p>\n\n\n\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 10 of 12 Previous 1 … 9 10 11 12 Next

\n
Circle #1: Are all situations \u201ccoaching situations\u201d?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The first circle of influence is the coaching situation faced by the coachee at work. For example, it could be that he is recently promoted and finds gaining acceptance in his team a challenge.<\/p>\n\n\n\n
The question is whether all such work situations are amenable for coaching - whether you are the manager of the coachee or an external coach. If you follow the \u201ctheory\u201d (that is Whitmore), a coaching style can become the default management style of the entire organization for all occasions.<\/p>\n\n\n\n
In other words, all manager-reportee interactions can naturally follow the coaching style \u2013 the manager following the sequence of helping his reportee to identify the goal he is seeking to achieve, assess the current state of affairs, consider the available options to achieve the goal and making the commitment-making to make it happen.<\/p>\n\n\n\n
That is all very well, but what if you are a commando fighting a guerrilla war in a jungle and see a metal tube from the foliage pointing at you. Your commander (\u201cmanager\u201d) is not going to coach you through the situation, is he?<\/p>\n\n\n\n
There are also other equivalent (but less extreme) situations at work when time is of essence and all that the coachee needs is information or simple direction (like for example, how to balance staff loading in a project schedule).<\/p>\n\n\n\n
So, my interpretation of theory is that there is better pay-off of coaching in some situations than others. However, there are many, many work situations wherein the quality of work<\/b> or results<\/b> is very important, the learning<\/b> for the coachee very important and it is not an emergency<\/b>. Coaching is very relevant in those cases.<\/p>\n\n\n\n
Circle #2: Are people always receptive to coaching?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The next circle of influence is relating to how receptive people are to coaching even if their work situation was amenable for it.<\/p>\n\n\n\n
Are they motivated enough to become more aware<\/b> and take responsibility<\/b> by themselves and not just because their employer has enrolled them in a training & coaching program?<\/p>\n\n\n\n
Maslow\u2019s theory is that motivation is linked to the stage an individual is at in a hierarchy of needs (see diagram below from Whitmore\u2019s Coaching for Performance). Note that Whitmore has split Maslow\u2019s Esteem stage into two \u2013 Esteem from others and Self-esteem.<\/p>\n\n\n\n
At the stage of Esteem from others, one is looking \u201cexternal\u201d recognition and prestige as motivators. At the stage of Self-esteem, external motivators tend to become less important. More important is the need to make a difference and being empowered to do so enhancing self-esteem. This self-esteem stage is where coaching makes the biggest impact for personal growth.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
Source: Coaching for Performance by John Whitmore<\/i><\/p>\n\n\n\n
There are a few more \u201ccircles\u201d to cover which we will in Part II of the article.<\/p>\n\n\n\n
Till then...<\/p>\n","post_title":"Journey of a coach - theory & practice (Part I)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-i","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:34","post_modified_gmt":"2024-01-29 10:55:34","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1521,"post_author":"26","post_date":"2014-10-30 10:57:02","post_date_gmt":"2014-10-30 05:27:02","post_content":"\n
$\"Network_whenhow2\"$ <\/a><\/figure>\n\n\n\n
One is never without a network and if you are reading this - it may be more to know how to grow it and\/or to overcome obstacles, often due to one's level comfort with so called \"networking\".<\/p>\n\n\n\n
If you look at how you:<\/p>\n\n\n\n
\n
got the opportunity to work in your current position<\/li>\n\n\n\n
got into your college\/school<\/li>\n\n\n\n
got your house on rent or bought your apartment<\/li>\n<\/ul>\n\n\n\n
you will see that a network - formal, informal or virtual (internet based) was at play.<\/p>\n\n\n\n
I will focus on growing your professional network and a few simple steps for it and not delve into specifics of social media, as all of you would be familiar with it.<\/p>\n\n\n\n
First, start with your existing network - which will be your current and past colleagues, your college and school alumni, friends and family. See that you stay in touch with them, by meeting them up or electronically, if you are not in touch start right away. Sending greetings for important occasions, festivals and events is a good way to start. Make it a point to call a few of them over the commute\/ weekends and work on the complete list slowly and steadily, start at top the list again once you complete it.<\/p>\n\n\n\n
What if you need to ask for a reference or a favor from a person with whom you are not in regular touch. The best way to is to be honest, there is no point in coming up with a phony reason to get in touch with them and ask for what you want. Your honesty will be appreciated, after that do thank them and make an effort to stay in touch with them. See that your nurture this set of contacts where you have already made a start.<\/p>\n\n\n\n
Once, when I was looking out for a job using my network, I made it a point to call and thank all those who forwarded my resume to their contacts and I sent a book as a gift to thank all those contacts whose help took me to the interview stage. I did it without any motive and what amazed me was the warmth from these contacts in all my future interactions.<\/p>\n\n\n\n
Second area to focus on are the professional events - there will be events where your technical or managerial domain will be the focus. You may be sponsored\/encouraged by your organizations to attend them, do not let is pass citing an excuse of being busy. Do make time to attend a few of them. If you find that you do not have this opportunity then see that you find such events and enroll yourself.<\/p>\n\n\n\n
In my experience these events certainly help you make a few contacts, you will always find a few persons whom you will find interesting and knowledgeable and connect effortlessly. The key is to nurture this - see that you follow-up with a mail and\/or a call.<\/p>\n\n\n\n
If you are the type who feels inhibited to make an opening, then do not worry. I was advised by one of my mentors to just listen and not worry about talking and enjoy being there. If you listen and observe intently you will find yourself talking soon. Your focus on the interactions and not on your perceived ability, does the trick. Try it a couple of times and see for yourself.<\/p>\n\n\n\n
Lastly, for anything to succeed one has to have the desire, then comes the effort and discipline for achieving it. A small progress or a step with positive result, is the best encouragement for you to strive towards your goals. Do ponder on your actions and results to stay focused on continuing to do this.<\/p>\n\n\n\n
One related question I hear from many of my coachees is \"visibility\" within the organization. More on that in a later post.<\/p>\n","post_title":"Networking - when and how to begin?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"networking-when-and-how-to-begin","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:58","post_modified_gmt":"2024-01-29 14:50:58","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1521","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1517,"post_author":"30","post_date":"2014-10-29 09:30:26","post_date_gmt":"2014-10-29 04:00:26","post_content":"\n
$\"sell-it\"$ <\/a><\/figure>\n\n\n\n
As a child, I used to come up with various ideas for almost anything, and ask for Rs. 1000\/- per idea. Being a child, nobody would want to pay money, that too a thousand Rupees \u2013 but, I would get something else as an appreciation for my efforts. A toffee, a cone ice cream etc.<\/p>\n\n\n\n
Further on, when I used to be active in small groups, selling was more of ideas and to get the team to converge on something, that the group can take as an action.<\/p>\n\n\n\n
As a team leader, I needed to sell the vision of the project to the team, to get everybody\u2019s buy in.<\/p>\n\n\n\n
More recently, I have been in contact with many aspiring and active entrepreneurs. Selling is something that they do with every breath.<\/p>\n\n\n\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 10 of 12 Previous 1 … 9 10 11 12 Next

\n
You can see the \u201ccircles of influence\u201d around the coachee which would have a bearing on coaching and its effectiveness. We will cover each of these circles with examples. Note that the coach\u2019s experience, beliefs and perceptions are also significant in the context in addition to his skills for coaching.<\/p>\n\n\n\n
Circle #1: Are all situations \u201ccoaching situations\u201d?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The first circle of influence is the coaching situation faced by the coachee at work. For example, it could be that he is recently promoted and finds gaining acceptance in his team a challenge.<\/p>\n\n\n\n
The question is whether all such work situations are amenable for coaching - whether you are the manager of the coachee or an external coach. If you follow the \u201ctheory\u201d (that is Whitmore), a coaching style can become the default management style of the entire organization for all occasions.<\/p>\n\n\n\n
In other words, all manager-reportee interactions can naturally follow the coaching style \u2013 the manager following the sequence of helping his reportee to identify the goal he is seeking to achieve, assess the current state of affairs, consider the available options to achieve the goal and making the commitment-making to make it happen.<\/p>\n\n\n\n
That is all very well, but what if you are a commando fighting a guerrilla war in a jungle and see a metal tube from the foliage pointing at you. Your commander (\u201cmanager\u201d) is not going to coach you through the situation, is he?<\/p>\n\n\n\n
There are also other equivalent (but less extreme) situations at work when time is of essence and all that the coachee needs is information or simple direction (like for example, how to balance staff loading in a project schedule).<\/p>\n\n\n\n
So, my interpretation of theory is that there is better pay-off of coaching in some situations than others. However, there are many, many work situations wherein the quality of work<\/b> or results<\/b> is very important, the learning<\/b> for the coachee very important and it is not an emergency<\/b>. Coaching is very relevant in those cases.<\/p>\n\n\n\n
Circle #2: Are people always receptive to coaching?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The next circle of influence is relating to how receptive people are to coaching even if their work situation was amenable for it.<\/p>\n\n\n\n
Are they motivated enough to become more aware<\/b> and take responsibility<\/b> by themselves and not just because their employer has enrolled them in a training & coaching program?<\/p>\n\n\n\n
Maslow\u2019s theory is that motivation is linked to the stage an individual is at in a hierarchy of needs (see diagram below from Whitmore\u2019s Coaching for Performance). Note that Whitmore has split Maslow\u2019s Esteem stage into two \u2013 Esteem from others and Self-esteem.<\/p>\n\n\n\n
At the stage of Esteem from others, one is looking \u201cexternal\u201d recognition and prestige as motivators. At the stage of Self-esteem, external motivators tend to become less important. More important is the need to make a difference and being empowered to do so enhancing self-esteem. This self-esteem stage is where coaching makes the biggest impact for personal growth.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
Source: Coaching for Performance by John Whitmore<\/i><\/p>\n\n\n\n
There are a few more \u201ccircles\u201d to cover which we will in Part II of the article.<\/p>\n\n\n\n
Till then...<\/p>\n","post_title":"Journey of a coach - theory & practice (Part I)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-i","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:34","post_modified_gmt":"2024-01-29 10:55:34","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1521,"post_author":"26","post_date":"2014-10-30 10:57:02","post_date_gmt":"2014-10-30 05:27:02","post_content":"\n
$\"Network_whenhow2\"$ <\/a><\/figure>\n\n\n\n
One is never without a network and if you are reading this - it may be more to know how to grow it and\/or to overcome obstacles, often due to one's level comfort with so called \"networking\".<\/p>\n\n\n\n
If you look at how you:<\/p>\n\n\n\n
\n
got the opportunity to work in your current position<\/li>\n\n\n\n
got into your college\/school<\/li>\n\n\n\n
got your house on rent or bought your apartment<\/li>\n<\/ul>\n\n\n\n
you will see that a network - formal, informal or virtual (internet based) was at play.<\/p>\n\n\n\n
I will focus on growing your professional network and a few simple steps for it and not delve into specifics of social media, as all of you would be familiar with it.<\/p>\n\n\n\n
First, start with your existing network - which will be your current and past colleagues, your college and school alumni, friends and family. See that you stay in touch with them, by meeting them up or electronically, if you are not in touch start right away. Sending greetings for important occasions, festivals and events is a good way to start. Make it a point to call a few of them over the commute\/ weekends and work on the complete list slowly and steadily, start at top the list again once you complete it.<\/p>\n\n\n\n
What if you need to ask for a reference or a favor from a person with whom you are not in regular touch. The best way to is to be honest, there is no point in coming up with a phony reason to get in touch with them and ask for what you want. Your honesty will be appreciated, after that do thank them and make an effort to stay in touch with them. See that your nurture this set of contacts where you have already made a start.<\/p>\n\n\n\n
Once, when I was looking out for a job using my network, I made it a point to call and thank all those who forwarded my resume to their contacts and I sent a book as a gift to thank all those contacts whose help took me to the interview stage. I did it without any motive and what amazed me was the warmth from these contacts in all my future interactions.<\/p>\n\n\n\n
Second area to focus on are the professional events - there will be events where your technical or managerial domain will be the focus. You may be sponsored\/encouraged by your organizations to attend them, do not let is pass citing an excuse of being busy. Do make time to attend a few of them. If you find that you do not have this opportunity then see that you find such events and enroll yourself.<\/p>\n\n\n\n
In my experience these events certainly help you make a few contacts, you will always find a few persons whom you will find interesting and knowledgeable and connect effortlessly. The key is to nurture this - see that you follow-up with a mail and\/or a call.<\/p>\n\n\n\n
If you are the type who feels inhibited to make an opening, then do not worry. I was advised by one of my mentors to just listen and not worry about talking and enjoy being there. If you listen and observe intently you will find yourself talking soon. Your focus on the interactions and not on your perceived ability, does the trick. Try it a couple of times and see for yourself.<\/p>\n\n\n\n
Lastly, for anything to succeed one has to have the desire, then comes the effort and discipline for achieving it. A small progress or a step with positive result, is the best encouragement for you to strive towards your goals. Do ponder on your actions and results to stay focused on continuing to do this.<\/p>\n\n\n\n
One related question I hear from many of my coachees is \"visibility\" within the organization. More on that in a later post.<\/p>\n","post_title":"Networking - when and how to begin?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"networking-when-and-how-to-begin","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:58","post_modified_gmt":"2024-01-29 14:50:58","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1521","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1517,"post_author":"30","post_date":"2014-10-29 09:30:26","post_date_gmt":"2014-10-29 04:00:26","post_content":"\n
$\"sell-it\"$ <\/a><\/figure>\n\n\n\n
As a child, I used to come up with various ideas for almost anything, and ask for Rs. 1000\/- per idea. Being a child, nobody would want to pay money, that too a thousand Rupees \u2013 but, I would get something else as an appreciation for my efforts. A toffee, a cone ice cream etc.<\/p>\n\n\n\n
Further on, when I used to be active in small groups, selling was more of ideas and to get the team to converge on something, that the group can take as an action.<\/p>\n\n\n\n
As a team leader, I needed to sell the vision of the project to the team, to get everybody\u2019s buy in.<\/p>\n\n\n\n
More recently, I have been in contact with many aspiring and active entrepreneurs. Selling is something that they do with every breath.<\/p>\n\n\n\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 10 of 12 Previous 1 … 9 10 11 12 Next

\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
You can see the \u201ccircles of influence\u201d around the coachee which would have a bearing on coaching and its effectiveness. We will cover each of these circles with examples. Note that the coach\u2019s experience, beliefs and perceptions are also significant in the context in addition to his skills for coaching.<\/p>\n\n\n\n
Circle #1: Are all situations \u201ccoaching situations\u201d?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The first circle of influence is the coaching situation faced by the coachee at work. For example, it could be that he is recently promoted and finds gaining acceptance in his team a challenge.<\/p>\n\n\n\n
The question is whether all such work situations are amenable for coaching - whether you are the manager of the coachee or an external coach. If you follow the \u201ctheory\u201d (that is Whitmore), a coaching style can become the default management style of the entire organization for all occasions.<\/p>\n\n\n\n
In other words, all manager-reportee interactions can naturally follow the coaching style \u2013 the manager following the sequence of helping his reportee to identify the goal he is seeking to achieve, assess the current state of affairs, consider the available options to achieve the goal and making the commitment-making to make it happen.<\/p>\n\n\n\n
That is all very well, but what if you are a commando fighting a guerrilla war in a jungle and see a metal tube from the foliage pointing at you. Your commander (\u201cmanager\u201d) is not going to coach you through the situation, is he?<\/p>\n\n\n\n
There are also other equivalent (but less extreme) situations at work when time is of essence and all that the coachee needs is information or simple direction (like for example, how to balance staff loading in a project schedule).<\/p>\n\n\n\n
So, my interpretation of theory is that there is better pay-off of coaching in some situations than others. However, there are many, many work situations wherein the quality of work<\/b> or results<\/b> is very important, the learning<\/b> for the coachee very important and it is not an emergency<\/b>. Coaching is very relevant in those cases.<\/p>\n\n\n\n
Circle #2: Are people always receptive to coaching?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The next circle of influence is relating to how receptive people are to coaching even if their work situation was amenable for it.<\/p>\n\n\n\n
Are they motivated enough to become more aware<\/b> and take responsibility<\/b> by themselves and not just because their employer has enrolled them in a training & coaching program?<\/p>\n\n\n\n
Maslow\u2019s theory is that motivation is linked to the stage an individual is at in a hierarchy of needs (see diagram below from Whitmore\u2019s Coaching for Performance). Note that Whitmore has split Maslow\u2019s Esteem stage into two \u2013 Esteem from others and Self-esteem.<\/p>\n\n\n\n
At the stage of Esteem from others, one is looking \u201cexternal\u201d recognition and prestige as motivators. At the stage of Self-esteem, external motivators tend to become less important. More important is the need to make a difference and being empowered to do so enhancing self-esteem. This self-esteem stage is where coaching makes the biggest impact for personal growth.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
Source: Coaching for Performance by John Whitmore<\/i><\/p>\n\n\n\n
There are a few more \u201ccircles\u201d to cover which we will in Part II of the article.<\/p>\n\n\n\n
Till then...<\/p>\n","post_title":"Journey of a coach - theory & practice (Part I)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-i","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:34","post_modified_gmt":"2024-01-29 10:55:34","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1521,"post_author":"26","post_date":"2014-10-30 10:57:02","post_date_gmt":"2014-10-30 05:27:02","post_content":"\n
$\"Network_whenhow2\"$ <\/a><\/figure>\n\n\n\n
One is never without a network and if you are reading this - it may be more to know how to grow it and\/or to overcome obstacles, often due to one's level comfort with so called \"networking\".<\/p>\n\n\n\n
If you look at how you:<\/p>\n\n\n\n
\n
got the opportunity to work in your current position<\/li>\n\n\n\n
got into your college\/school<\/li>\n\n\n\n
got your house on rent or bought your apartment<\/li>\n<\/ul>\n\n\n\n
you will see that a network - formal, informal or virtual (internet based) was at play.<\/p>\n\n\n\n
I will focus on growing your professional network and a few simple steps for it and not delve into specifics of social media, as all of you would be familiar with it.<\/p>\n\n\n\n
First, start with your existing network - which will be your current and past colleagues, your college and school alumni, friends and family. See that you stay in touch with them, by meeting them up or electronically, if you are not in touch start right away. Sending greetings for important occasions, festivals and events is a good way to start. Make it a point to call a few of them over the commute\/ weekends and work on the complete list slowly and steadily, start at top the list again once you complete it.<\/p>\n\n\n\n
What if you need to ask for a reference or a favor from a person with whom you are not in regular touch. The best way to is to be honest, there is no point in coming up with a phony reason to get in touch with them and ask for what you want. Your honesty will be appreciated, after that do thank them and make an effort to stay in touch with them. See that your nurture this set of contacts where you have already made a start.<\/p>\n\n\n\n
Once, when I was looking out for a job using my network, I made it a point to call and thank all those who forwarded my resume to their contacts and I sent a book as a gift to thank all those contacts whose help took me to the interview stage. I did it without any motive and what amazed me was the warmth from these contacts in all my future interactions.<\/p>\n\n\n\n
Second area to focus on are the professional events - there will be events where your technical or managerial domain will be the focus. You may be sponsored\/encouraged by your organizations to attend them, do not let is pass citing an excuse of being busy. Do make time to attend a few of them. If you find that you do not have this opportunity then see that you find such events and enroll yourself.<\/p>\n\n\n\n
In my experience these events certainly help you make a few contacts, you will always find a few persons whom you will find interesting and knowledgeable and connect effortlessly. The key is to nurture this - see that you follow-up with a mail and\/or a call.<\/p>\n\n\n\n
If you are the type who feels inhibited to make an opening, then do not worry. I was advised by one of my mentors to just listen and not worry about talking and enjoy being there. If you listen and observe intently you will find yourself talking soon. Your focus on the interactions and not on your perceived ability, does the trick. Try it a couple of times and see for yourself.<\/p>\n\n\n\n
Lastly, for anything to succeed one has to have the desire, then comes the effort and discipline for achieving it. A small progress or a step with positive result, is the best encouragement for you to strive towards your goals. Do ponder on your actions and results to stay focused on continuing to do this.<\/p>\n\n\n\n
One related question I hear from many of my coachees is \"visibility\" within the organization. More on that in a later post.<\/p>\n","post_title":"Networking - when and how to begin?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"networking-when-and-how-to-begin","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:58","post_modified_gmt":"2024-01-29 14:50:58","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1521","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1517,"post_author":"30","post_date":"2014-10-29 09:30:26","post_date_gmt":"2014-10-29 04:00:26","post_content":"\n
$\"sell-it\"$ <\/a><\/figure>\n\n\n\n
As a child, I used to come up with various ideas for almost anything, and ask for Rs. 1000\/- per idea. Being a child, nobody would want to pay money, that too a thousand Rupees \u2013 but, I would get something else as an appreciation for my efforts. A toffee, a cone ice cream etc.<\/p>\n\n\n\n
Further on, when I used to be active in small groups, selling was more of ideas and to get the team to converge on something, that the group can take as an action.<\/p>\n\n\n\n
As a team leader, I needed to sell the vision of the project to the team, to get everybody\u2019s buy in.<\/p>\n\n\n\n
More recently, I have been in contact with many aspiring and active entrepreneurs. Selling is something that they do with every breath.<\/p>\n\n\n\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 10 of 12 Previous 1 … 9 10 11 12 Next

\n
However, I do have my own \u201cinterpretations\u201d and \u201cextensions\u201d of the theory in actual practice which I wish to share. I will use the diagram below which shows the context for coaching.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
You can see the \u201ccircles of influence\u201d around the coachee which would have a bearing on coaching and its effectiveness. We will cover each of these circles with examples. Note that the coach\u2019s experience, beliefs and perceptions are also significant in the context in addition to his skills for coaching.<\/p>\n\n\n\n
Circle #1: Are all situations \u201ccoaching situations\u201d?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The first circle of influence is the coaching situation faced by the coachee at work. For example, it could be that he is recently promoted and finds gaining acceptance in his team a challenge.<\/p>\n\n\n\n
The question is whether all such work situations are amenable for coaching - whether you are the manager of the coachee or an external coach. If you follow the \u201ctheory\u201d (that is Whitmore), a coaching style can become the default management style of the entire organization for all occasions.<\/p>\n\n\n\n
In other words, all manager-reportee interactions can naturally follow the coaching style \u2013 the manager following the sequence of helping his reportee to identify the goal he is seeking to achieve, assess the current state of affairs, consider the available options to achieve the goal and making the commitment-making to make it happen.<\/p>\n\n\n\n
That is all very well, but what if you are a commando fighting a guerrilla war in a jungle and see a metal tube from the foliage pointing at you. Your commander (\u201cmanager\u201d) is not going to coach you through the situation, is he?<\/p>\n\n\n\n
There are also other equivalent (but less extreme) situations at work when time is of essence and all that the coachee needs is information or simple direction (like for example, how to balance staff loading in a project schedule).<\/p>\n\n\n\n
So, my interpretation of theory is that there is better pay-off of coaching in some situations than others. However, there are many, many work situations wherein the quality of work<\/b> or results<\/b> is very important, the learning<\/b> for the coachee very important and it is not an emergency<\/b>. Coaching is very relevant in those cases.<\/p>\n\n\n\n
Circle #2: Are people always receptive to coaching?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The next circle of influence is relating to how receptive people are to coaching even if their work situation was amenable for it.<\/p>\n\n\n\n
Are they motivated enough to become more aware<\/b> and take responsibility<\/b> by themselves and not just because their employer has enrolled them in a training & coaching program?<\/p>\n\n\n\n
Maslow\u2019s theory is that motivation is linked to the stage an individual is at in a hierarchy of needs (see diagram below from Whitmore\u2019s Coaching for Performance). Note that Whitmore has split Maslow\u2019s Esteem stage into two \u2013 Esteem from others and Self-esteem.<\/p>\n\n\n\n
At the stage of Esteem from others, one is looking \u201cexternal\u201d recognition and prestige as motivators. At the stage of Self-esteem, external motivators tend to become less important. More important is the need to make a difference and being empowered to do so enhancing self-esteem. This self-esteem stage is where coaching makes the biggest impact for personal growth.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
Source: Coaching for Performance by John Whitmore<\/i><\/p>\n\n\n\n
There are a few more \u201ccircles\u201d to cover which we will in Part II of the article.<\/p>\n\n\n\n
Till then...<\/p>\n","post_title":"Journey of a coach - theory & practice (Part I)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-i","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:34","post_modified_gmt":"2024-01-29 10:55:34","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1521,"post_author":"26","post_date":"2014-10-30 10:57:02","post_date_gmt":"2014-10-30 05:27:02","post_content":"\n
$\"Network_whenhow2\"$ <\/a><\/figure>\n\n\n\n
One is never without a network and if you are reading this - it may be more to know how to grow it and\/or to overcome obstacles, often due to one's level comfort with so called \"networking\".<\/p>\n\n\n\n
If you look at how you:<\/p>\n\n\n\n
\n
got the opportunity to work in your current position<\/li>\n\n\n\n
got into your college\/school<\/li>\n\n\n\n
got your house on rent or bought your apartment<\/li>\n<\/ul>\n\n\n\n
you will see that a network - formal, informal or virtual (internet based) was at play.<\/p>\n\n\n\n
I will focus on growing your professional network and a few simple steps for it and not delve into specifics of social media, as all of you would be familiar with it.<\/p>\n\n\n\n
First, start with your existing network - which will be your current and past colleagues, your college and school alumni, friends and family. See that you stay in touch with them, by meeting them up or electronically, if you are not in touch start right away. Sending greetings for important occasions, festivals and events is a good way to start. Make it a point to call a few of them over the commute\/ weekends and work on the complete list slowly and steadily, start at top the list again once you complete it.<\/p>\n\n\n\n
What if you need to ask for a reference or a favor from a person with whom you are not in regular touch. The best way to is to be honest, there is no point in coming up with a phony reason to get in touch with them and ask for what you want. Your honesty will be appreciated, after that do thank them and make an effort to stay in touch with them. See that your nurture this set of contacts where you have already made a start.<\/p>\n\n\n\n
Once, when I was looking out for a job using my network, I made it a point to call and thank all those who forwarded my resume to their contacts and I sent a book as a gift to thank all those contacts whose help took me to the interview stage. I did it without any motive and what amazed me was the warmth from these contacts in all my future interactions.<\/p>\n\n\n\n
Second area to focus on are the professional events - there will be events where your technical or managerial domain will be the focus. You may be sponsored\/encouraged by your organizations to attend them, do not let is pass citing an excuse of being busy. Do make time to attend a few of them. If you find that you do not have this opportunity then see that you find such events and enroll yourself.<\/p>\n\n\n\n
In my experience these events certainly help you make a few contacts, you will always find a few persons whom you will find interesting and knowledgeable and connect effortlessly. The key is to nurture this - see that you follow-up with a mail and\/or a call.<\/p>\n\n\n\n
If you are the type who feels inhibited to make an opening, then do not worry. I was advised by one of my mentors to just listen and not worry about talking and enjoy being there. If you listen and observe intently you will find yourself talking soon. Your focus on the interactions and not on your perceived ability, does the trick. Try it a couple of times and see for yourself.<\/p>\n\n\n\n
Lastly, for anything to succeed one has to have the desire, then comes the effort and discipline for achieving it. A small progress or a step with positive result, is the best encouragement for you to strive towards your goals. Do ponder on your actions and results to stay focused on continuing to do this.<\/p>\n\n\n\n
One related question I hear from many of my coachees is \"visibility\" within the organization. More on that in a later post.<\/p>\n","post_title":"Networking - when and how to begin?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"networking-when-and-how-to-begin","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:58","post_modified_gmt":"2024-01-29 14:50:58","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1521","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1517,"post_author":"30","post_date":"2014-10-29 09:30:26","post_date_gmt":"2014-10-29 04:00:26","post_content":"\n
$\"sell-it\"$ <\/a><\/figure>\n\n\n\n
As a child, I used to come up with various ideas for almost anything, and ask for Rs. 1000\/- per idea. Being a child, nobody would want to pay money, that too a thousand Rupees \u2013 but, I would get something else as an appreciation for my efforts. A toffee, a cone ice cream etc.<\/p>\n\n\n\n
Further on, when I used to be active in small groups, selling was more of ideas and to get the team to converge on something, that the group can take as an action.<\/p>\n\n\n\n
As a team leader, I needed to sell the vision of the project to the team, to get everybody\u2019s buy in.<\/p>\n\n\n\n
More recently, I have been in contact with many aspiring and active entrepreneurs. Selling is something that they do with every breath.<\/p>\n\n\n\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 10 of 12 Previous 1 … 9 10 11 12 Next

\n
A caveat \u2013 I am not here to debunk theory and hail practice - as a cardiac surgeon might! I have a great deal of respect for Whitmore\u2019s book on Coaching for Performance. The book provided a solid reference and a practical guide for my work as a coach all these years.<\/p>\n\n\n\n
However, I do have my own \u201cinterpretations\u201d and \u201cextensions\u201d of the theory in actual practice which I wish to share. I will use the diagram below which shows the context for coaching.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
You can see the \u201ccircles of influence\u201d around the coachee which would have a bearing on coaching and its effectiveness. We will cover each of these circles with examples. Note that the coach\u2019s experience, beliefs and perceptions are also significant in the context in addition to his skills for coaching.<\/p>\n\n\n\n
Circle #1: Are all situations \u201ccoaching situations\u201d?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The first circle of influence is the coaching situation faced by the coachee at work. For example, it could be that he is recently promoted and finds gaining acceptance in his team a challenge.<\/p>\n\n\n\n
The question is whether all such work situations are amenable for coaching - whether you are the manager of the coachee or an external coach. If you follow the \u201ctheory\u201d (that is Whitmore), a coaching style can become the default management style of the entire organization for all occasions.<\/p>\n\n\n\n
In other words, all manager-reportee interactions can naturally follow the coaching style \u2013 the manager following the sequence of helping his reportee to identify the goal he is seeking to achieve, assess the current state of affairs, consider the available options to achieve the goal and making the commitment-making to make it happen.<\/p>\n\n\n\n
That is all very well, but what if you are a commando fighting a guerrilla war in a jungle and see a metal tube from the foliage pointing at you. Your commander (\u201cmanager\u201d) is not going to coach you through the situation, is he?<\/p>\n\n\n\n
There are also other equivalent (but less extreme) situations at work when time is of essence and all that the coachee needs is information or simple direction (like for example, how to balance staff loading in a project schedule).<\/p>\n\n\n\n
So, my interpretation of theory is that there is better pay-off of coaching in some situations than others. However, there are many, many work situations wherein the quality of work<\/b> or results<\/b> is very important, the learning<\/b> for the coachee very important and it is not an emergency<\/b>. Coaching is very relevant in those cases.<\/p>\n\n\n\n
Circle #2: Are people always receptive to coaching?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The next circle of influence is relating to how receptive people are to coaching even if their work situation was amenable for it.<\/p>\n\n\n\n
Are they motivated enough to become more aware<\/b> and take responsibility<\/b> by themselves and not just because their employer has enrolled them in a training & coaching program?<\/p>\n\n\n\n
Maslow\u2019s theory is that motivation is linked to the stage an individual is at in a hierarchy of needs (see diagram below from Whitmore\u2019s Coaching for Performance). Note that Whitmore has split Maslow\u2019s Esteem stage into two \u2013 Esteem from others and Self-esteem.<\/p>\n\n\n\n
At the stage of Esteem from others, one is looking \u201cexternal\u201d recognition and prestige as motivators. At the stage of Self-esteem, external motivators tend to become less important. More important is the need to make a difference and being empowered to do so enhancing self-esteem. This self-esteem stage is where coaching makes the biggest impact for personal growth.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
Source: Coaching for Performance by John Whitmore<\/i><\/p>\n\n\n\n
There are a few more \u201ccircles\u201d to cover which we will in Part II of the article.<\/p>\n\n\n\n
Till then...<\/p>\n","post_title":"Journey of a coach - theory & practice (Part I)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-i","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:34","post_modified_gmt":"2024-01-29 10:55:34","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1521,"post_author":"26","post_date":"2014-10-30 10:57:02","post_date_gmt":"2014-10-30 05:27:02","post_content":"\n
$\"Network_whenhow2\"$ <\/a><\/figure>\n\n\n\n
One is never without a network and if you are reading this - it may be more to know how to grow it and\/or to overcome obstacles, often due to one's level comfort with so called \"networking\".<\/p>\n\n\n\n
If you look at how you:<\/p>\n\n\n\n
\n
got the opportunity to work in your current position<\/li>\n\n\n\n
got into your college\/school<\/li>\n\n\n\n
got your house on rent or bought your apartment<\/li>\n<\/ul>\n\n\n\n
you will see that a network - formal, informal or virtual (internet based) was at play.<\/p>\n\n\n\n
I will focus on growing your professional network and a few simple steps for it and not delve into specifics of social media, as all of you would be familiar with it.<\/p>\n\n\n\n
First, start with your existing network - which will be your current and past colleagues, your college and school alumni, friends and family. See that you stay in touch with them, by meeting them up or electronically, if you are not in touch start right away. Sending greetings for important occasions, festivals and events is a good way to start. Make it a point to call a few of them over the commute\/ weekends and work on the complete list slowly and steadily, start at top the list again once you complete it.<\/p>\n\n\n\n
What if you need to ask for a reference or a favor from a person with whom you are not in regular touch. The best way to is to be honest, there is no point in coming up with a phony reason to get in touch with them and ask for what you want. Your honesty will be appreciated, after that do thank them and make an effort to stay in touch with them. See that your nurture this set of contacts where you have already made a start.<\/p>\n\n\n\n
Once, when I was looking out for a job using my network, I made it a point to call and thank all those who forwarded my resume to their contacts and I sent a book as a gift to thank all those contacts whose help took me to the interview stage. I did it without any motive and what amazed me was the warmth from these contacts in all my future interactions.<\/p>\n\n\n\n
Second area to focus on are the professional events - there will be events where your technical or managerial domain will be the focus. You may be sponsored\/encouraged by your organizations to attend them, do not let is pass citing an excuse of being busy. Do make time to attend a few of them. If you find that you do not have this opportunity then see that you find such events and enroll yourself.<\/p>\n\n\n\n
In my experience these events certainly help you make a few contacts, you will always find a few persons whom you will find interesting and knowledgeable and connect effortlessly. The key is to nurture this - see that you follow-up with a mail and\/or a call.<\/p>\n\n\n\n
If you are the type who feels inhibited to make an opening, then do not worry. I was advised by one of my mentors to just listen and not worry about talking and enjoy being there. If you listen and observe intently you will find yourself talking soon. Your focus on the interactions and not on your perceived ability, does the trick. Try it a couple of times and see for yourself.<\/p>\n\n\n\n
Lastly, for anything to succeed one has to have the desire, then comes the effort and discipline for achieving it. A small progress or a step with positive result, is the best encouragement for you to strive towards your goals. Do ponder on your actions and results to stay focused on continuing to do this.<\/p>\n\n\n\n
One related question I hear from many of my coachees is \"visibility\" within the organization. More on that in a later post.<\/p>\n","post_title":"Networking - when and how to begin?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"networking-when-and-how-to-begin","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:58","post_modified_gmt":"2024-01-29 14:50:58","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1521","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1517,"post_author":"30","post_date":"2014-10-29 09:30:26","post_date_gmt":"2014-10-29 04:00:26","post_content":"\n
$\"sell-it\"$ <\/a><\/figure>\n\n\n\n
As a child, I used to come up with various ideas for almost anything, and ask for Rs. 1000\/- per idea. Being a child, nobody would want to pay money, that too a thousand Rupees \u2013 but, I would get something else as an appreciation for my efforts. A toffee, a cone ice cream etc.<\/p>\n\n\n\n
Further on, when I used to be active in small groups, selling was more of ideas and to get the team to converge on something, that the group can take as an action.<\/p>\n\n\n\n
As a team leader, I needed to sell the vision of the project to the team, to get everybody\u2019s buy in.<\/p>\n\n\n\n
More recently, I have been in contact with many aspiring and active entrepreneurs. Selling is something that they do with every breath.<\/p>\n\n\n\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 10 of 12 Previous 1 … 9 10 11 12 Next

\n
In my context, the \u201ctheory\u201d was mostly \u201cCoaching for Performance\u201d by John Whitmore (by the way, there is another article of mine on Whitmore<\/a> if you are interested). The \u201cpractice\u201d was, of course, my actual experiences over the years.<\/p>\n\n\n\n
A caveat \u2013 I am not here to debunk theory and hail practice - as a cardiac surgeon might! I have a great deal of respect for Whitmore\u2019s book on Coaching for Performance. The book provided a solid reference and a practical guide for my work as a coach all these years.<\/p>\n\n\n\n
However, I do have my own \u201cinterpretations\u201d and \u201cextensions\u201d of the theory in actual practice which I wish to share. I will use the diagram below which shows the context for coaching.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
You can see the \u201ccircles of influence\u201d around the coachee which would have a bearing on coaching and its effectiveness. We will cover each of these circles with examples. Note that the coach\u2019s experience, beliefs and perceptions are also significant in the context in addition to his skills for coaching.<\/p>\n\n\n\n
Circle #1: Are all situations \u201ccoaching situations\u201d?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The first circle of influence is the coaching situation faced by the coachee at work. For example, it could be that he is recently promoted and finds gaining acceptance in his team a challenge.<\/p>\n\n\n\n
The question is whether all such work situations are amenable for coaching - whether you are the manager of the coachee or an external coach. If you follow the \u201ctheory\u201d (that is Whitmore), a coaching style can become the default management style of the entire organization for all occasions.<\/p>\n\n\n\n
In other words, all manager-reportee interactions can naturally follow the coaching style \u2013 the manager following the sequence of helping his reportee to identify the goal he is seeking to achieve, assess the current state of affairs, consider the available options to achieve the goal and making the commitment-making to make it happen.<\/p>\n\n\n\n
That is all very well, but what if you are a commando fighting a guerrilla war in a jungle and see a metal tube from the foliage pointing at you. Your commander (\u201cmanager\u201d) is not going to coach you through the situation, is he?<\/p>\n\n\n\n
There are also other equivalent (but less extreme) situations at work when time is of essence and all that the coachee needs is information or simple direction (like for example, how to balance staff loading in a project schedule).<\/p>\n\n\n\n
So, my interpretation of theory is that there is better pay-off of coaching in some situations than others. However, there are many, many work situations wherein the quality of work<\/b> or results<\/b> is very important, the learning<\/b> for the coachee very important and it is not an emergency<\/b>. Coaching is very relevant in those cases.<\/p>\n\n\n\n
Circle #2: Are people always receptive to coaching?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The next circle of influence is relating to how receptive people are to coaching even if their work situation was amenable for it.<\/p>\n\n\n\n
Are they motivated enough to become more aware<\/b> and take responsibility<\/b> by themselves and not just because their employer has enrolled them in a training & coaching program?<\/p>\n\n\n\n
Maslow\u2019s theory is that motivation is linked to the stage an individual is at in a hierarchy of needs (see diagram below from Whitmore\u2019s Coaching for Performance). Note that Whitmore has split Maslow\u2019s Esteem stage into two \u2013 Esteem from others and Self-esteem.<\/p>\n\n\n\n
At the stage of Esteem from others, one is looking \u201cexternal\u201d recognition and prestige as motivators. At the stage of Self-esteem, external motivators tend to become less important. More important is the need to make a difference and being empowered to do so enhancing self-esteem. This self-esteem stage is where coaching makes the biggest impact for personal growth.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
Source: Coaching for Performance by John Whitmore<\/i><\/p>\n\n\n\n
There are a few more \u201ccircles\u201d to cover which we will in Part II of the article.<\/p>\n\n\n\n
Till then...<\/p>\n","post_title":"Journey of a coach - theory & practice (Part I)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-i","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:34","post_modified_gmt":"2024-01-29 10:55:34","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1521,"post_author":"26","post_date":"2014-10-30 10:57:02","post_date_gmt":"2014-10-30 05:27:02","post_content":"\n
$\"Network_whenhow2\"$ <\/a><\/figure>\n\n\n\n
One is never without a network and if you are reading this - it may be more to know how to grow it and\/or to overcome obstacles, often due to one's level comfort with so called \"networking\".<\/p>\n\n\n\n
If you look at how you:<\/p>\n\n\n\n
\n
got the opportunity to work in your current position<\/li>\n\n\n\n
got into your college\/school<\/li>\n\n\n\n
got your house on rent or bought your apartment<\/li>\n<\/ul>\n\n\n\n
you will see that a network - formal, informal or virtual (internet based) was at play.<\/p>\n\n\n\n
I will focus on growing your professional network and a few simple steps for it and not delve into specifics of social media, as all of you would be familiar with it.<\/p>\n\n\n\n
First, start with your existing network - which will be your current and past colleagues, your college and school alumni, friends and family. See that you stay in touch with them, by meeting them up or electronically, if you are not in touch start right away. Sending greetings for important occasions, festivals and events is a good way to start. Make it a point to call a few of them over the commute\/ weekends and work on the complete list slowly and steadily, start at top the list again once you complete it.<\/p>\n\n\n\n
What if you need to ask for a reference or a favor from a person with whom you are not in regular touch. The best way to is to be honest, there is no point in coming up with a phony reason to get in touch with them and ask for what you want. Your honesty will be appreciated, after that do thank them and make an effort to stay in touch with them. See that your nurture this set of contacts where you have already made a start.<\/p>\n\n\n\n
Once, when I was looking out for a job using my network, I made it a point to call and thank all those who forwarded my resume to their contacts and I sent a book as a gift to thank all those contacts whose help took me to the interview stage. I did it without any motive and what amazed me was the warmth from these contacts in all my future interactions.<\/p>\n\n\n\n
Second area to focus on are the professional events - there will be events where your technical or managerial domain will be the focus. You may be sponsored\/encouraged by your organizations to attend them, do not let is pass citing an excuse of being busy. Do make time to attend a few of them. If you find that you do not have this opportunity then see that you find such events and enroll yourself.<\/p>\n\n\n\n
In my experience these events certainly help you make a few contacts, you will always find a few persons whom you will find interesting and knowledgeable and connect effortlessly. The key is to nurture this - see that you follow-up with a mail and\/or a call.<\/p>\n\n\n\n
If you are the type who feels inhibited to make an opening, then do not worry. I was advised by one of my mentors to just listen and not worry about talking and enjoy being there. If you listen and observe intently you will find yourself talking soon. Your focus on the interactions and not on your perceived ability, does the trick. Try it a couple of times and see for yourself.<\/p>\n\n\n\n
Lastly, for anything to succeed one has to have the desire, then comes the effort and discipline for achieving it. A small progress or a step with positive result, is the best encouragement for you to strive towards your goals. Do ponder on your actions and results to stay focused on continuing to do this.<\/p>\n\n\n\n
One related question I hear from many of my coachees is \"visibility\" within the organization. More on that in a later post.<\/p>\n","post_title":"Networking - when and how to begin?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"networking-when-and-how-to-begin","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:58","post_modified_gmt":"2024-01-29 14:50:58","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1521","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1517,"post_author":"30","post_date":"2014-10-29 09:30:26","post_date_gmt":"2014-10-29 04:00:26","post_content":"\n
$\"sell-it\"$ <\/a><\/figure>\n\n\n\n
As a child, I used to come up with various ideas for almost anything, and ask for Rs. 1000\/- per idea. Being a child, nobody would want to pay money, that too a thousand Rupees \u2013 but, I would get something else as an appreciation for my efforts. A toffee, a cone ice cream etc.<\/p>\n\n\n\n
Further on, when I used to be active in small groups, selling was more of ideas and to get the team to converge on something, that the group can take as an action.<\/p>\n\n\n\n
As a team leader, I needed to sell the vision of the project to the team, to get everybody\u2019s buy in.<\/p>\n\n\n\n
More recently, I have been in contact with many aspiring and active entrepreneurs. Selling is something that they do with every breath.<\/p>\n\n\n\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 10 of 12 Previous 1 … 9 10 11 12 Next

\n
Yogi Berra, New York Yankees baseball player (arguably the best catcher of all time) said, \u201cIn theory, there is no difference between theory & practice. But in practice, there is!\u201d So, this article is about the theory & practice of coaching for performance \u2013 not baseball players but people managing software projects.<\/p>\n\n\n\n
In my context, the \u201ctheory\u201d was mostly \u201cCoaching for Performance\u201d by John Whitmore (by the way, there is another article of mine on Whitmore<\/a> if you are interested). The \u201cpractice\u201d was, of course, my actual experiences over the years.<\/p>\n\n\n\n
A caveat \u2013 I am not here to debunk theory and hail practice - as a cardiac surgeon might! I have a great deal of respect for Whitmore\u2019s book on Coaching for Performance. The book provided a solid reference and a practical guide for my work as a coach all these years.<\/p>\n\n\n\n
However, I do have my own \u201cinterpretations\u201d and \u201cextensions\u201d of the theory in actual practice which I wish to share. I will use the diagram below which shows the context for coaching.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
You can see the \u201ccircles of influence\u201d around the coachee which would have a bearing on coaching and its effectiveness. We will cover each of these circles with examples. Note that the coach\u2019s experience, beliefs and perceptions are also significant in the context in addition to his skills for coaching.<\/p>\n\n\n\n
Circle #1: Are all situations \u201ccoaching situations\u201d?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The first circle of influence is the coaching situation faced by the coachee at work. For example, it could be that he is recently promoted and finds gaining acceptance in his team a challenge.<\/p>\n\n\n\n
The question is whether all such work situations are amenable for coaching - whether you are the manager of the coachee or an external coach. If you follow the \u201ctheory\u201d (that is Whitmore), a coaching style can become the default management style of the entire organization for all occasions.<\/p>\n\n\n\n
In other words, all manager-reportee interactions can naturally follow the coaching style \u2013 the manager following the sequence of helping his reportee to identify the goal he is seeking to achieve, assess the current state of affairs, consider the available options to achieve the goal and making the commitment-making to make it happen.<\/p>\n\n\n\n
That is all very well, but what if you are a commando fighting a guerrilla war in a jungle and see a metal tube from the foliage pointing at you. Your commander (\u201cmanager\u201d) is not going to coach you through the situation, is he?<\/p>\n\n\n\n
There are also other equivalent (but less extreme) situations at work when time is of essence and all that the coachee needs is information or simple direction (like for example, how to balance staff loading in a project schedule).<\/p>\n\n\n\n
So, my interpretation of theory is that there is better pay-off of coaching in some situations than others. However, there are many, many work situations wherein the quality of work<\/b> or results<\/b> is very important, the learning<\/b> for the coachee very important and it is not an emergency<\/b>. Coaching is very relevant in those cases.<\/p>\n\n\n\n
Circle #2: Are people always receptive to coaching?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The next circle of influence is relating to how receptive people are to coaching even if their work situation was amenable for it.<\/p>\n\n\n\n
Are they motivated enough to become more aware<\/b> and take responsibility<\/b> by themselves and not just because their employer has enrolled them in a training & coaching program?<\/p>\n\n\n\n
Maslow\u2019s theory is that motivation is linked to the stage an individual is at in a hierarchy of needs (see diagram below from Whitmore\u2019s Coaching for Performance). Note that Whitmore has split Maslow\u2019s Esteem stage into two \u2013 Esteem from others and Self-esteem.<\/p>\n\n\n\n
At the stage of Esteem from others, one is looking \u201cexternal\u201d recognition and prestige as motivators. At the stage of Self-esteem, external motivators tend to become less important. More important is the need to make a difference and being empowered to do so enhancing self-esteem. This self-esteem stage is where coaching makes the biggest impact for personal growth.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
Source: Coaching for Performance by John Whitmore<\/i><\/p>\n\n\n\n
There are a few more \u201ccircles\u201d to cover which we will in Part II of the article.<\/p>\n\n\n\n
Till then...<\/p>\n","post_title":"Journey of a coach - theory & practice (Part I)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-i","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:34","post_modified_gmt":"2024-01-29 10:55:34","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1521,"post_author":"26","post_date":"2014-10-30 10:57:02","post_date_gmt":"2014-10-30 05:27:02","post_content":"\n
$\"Network_whenhow2\"$ <\/a><\/figure>\n\n\n\n
One is never without a network and if you are reading this - it may be more to know how to grow it and\/or to overcome obstacles, often due to one's level comfort with so called \"networking\".<\/p>\n\n\n\n
If you look at how you:<\/p>\n\n\n\n
\n
got the opportunity to work in your current position<\/li>\n\n\n\n
got into your college\/school<\/li>\n\n\n\n
got your house on rent or bought your apartment<\/li>\n<\/ul>\n\n\n\n
you will see that a network - formal, informal or virtual (internet based) was at play.<\/p>\n\n\n\n
I will focus on growing your professional network and a few simple steps for it and not delve into specifics of social media, as all of you would be familiar with it.<\/p>\n\n\n\n
First, start with your existing network - which will be your current and past colleagues, your college and school alumni, friends and family. See that you stay in touch with them, by meeting them up or electronically, if you are not in touch start right away. Sending greetings for important occasions, festivals and events is a good way to start. Make it a point to call a few of them over the commute\/ weekends and work on the complete list slowly and steadily, start at top the list again once you complete it.<\/p>\n\n\n\n
What if you need to ask for a reference or a favor from a person with whom you are not in regular touch. The best way to is to be honest, there is no point in coming up with a phony reason to get in touch with them and ask for what you want. Your honesty will be appreciated, after that do thank them and make an effort to stay in touch with them. See that your nurture this set of contacts where you have already made a start.<\/p>\n\n\n\n
Once, when I was looking out for a job using my network, I made it a point to call and thank all those who forwarded my resume to their contacts and I sent a book as a gift to thank all those contacts whose help took me to the interview stage. I did it without any motive and what amazed me was the warmth from these contacts in all my future interactions.<\/p>\n\n\n\n
Second area to focus on are the professional events - there will be events where your technical or managerial domain will be the focus. You may be sponsored\/encouraged by your organizations to attend them, do not let is pass citing an excuse of being busy. Do make time to attend a few of them. If you find that you do not have this opportunity then see that you find such events and enroll yourself.<\/p>\n\n\n\n
In my experience these events certainly help you make a few contacts, you will always find a few persons whom you will find interesting and knowledgeable and connect effortlessly. The key is to nurture this - see that you follow-up with a mail and\/or a call.<\/p>\n\n\n\n
If you are the type who feels inhibited to make an opening, then do not worry. I was advised by one of my mentors to just listen and not worry about talking and enjoy being there. If you listen and observe intently you will find yourself talking soon. Your focus on the interactions and not on your perceived ability, does the trick. Try it a couple of times and see for yourself.<\/p>\n\n\n\n
Lastly, for anything to succeed one has to have the desire, then comes the effort and discipline for achieving it. A small progress or a step with positive result, is the best encouragement for you to strive towards your goals. Do ponder on your actions and results to stay focused on continuing to do this.<\/p>\n\n\n\n
One related question I hear from many of my coachees is \"visibility\" within the organization. More on that in a later post.<\/p>\n","post_title":"Networking - when and how to begin?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"networking-when-and-how-to-begin","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:58","post_modified_gmt":"2024-01-29 14:50:58","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1521","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1517,"post_author":"30","post_date":"2014-10-29 09:30:26","post_date_gmt":"2014-10-29 04:00:26","post_content":"\n
$\"sell-it\"$ <\/a><\/figure>\n\n\n\n
As a child, I used to come up with various ideas for almost anything, and ask for Rs. 1000\/- per idea. Being a child, nobody would want to pay money, that too a thousand Rupees \u2013 but, I would get something else as an appreciation for my efforts. A toffee, a cone ice cream etc.<\/p>\n\n\n\n
Further on, when I used to be active in small groups, selling was more of ideas and to get the team to converge on something, that the group can take as an action.<\/p>\n\n\n\n
As a team leader, I needed to sell the vision of the project to the team, to get everybody\u2019s buy in.<\/p>\n\n\n\n
More recently, I have been in contact with many aspiring and active entrepreneurs. Selling is something that they do with every breath.<\/p>\n\n\n\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 10 of 12 Previous 1 … 9 10 11 12 Next

\n
This article is part of the series on \u201cJourney of a coach\u201d covering my experiences as a performance coach. You may have the read an earlier article in the series on \u201cJourney of a coach \u2013 the beginning\u201d<\/a>. The journey continues here...<\/p>\n\n\n\n
Yogi Berra, New York Yankees baseball player (arguably the best catcher of all time) said, \u201cIn theory, there is no difference between theory & practice. But in practice, there is!\u201d So, this article is about the theory & practice of coaching for performance \u2013 not baseball players but people managing software projects.<\/p>\n\n\n\n
In my context, the \u201ctheory\u201d was mostly \u201cCoaching for Performance\u201d by John Whitmore (by the way, there is another article of mine on Whitmore<\/a> if you are interested). The \u201cpractice\u201d was, of course, my actual experiences over the years.<\/p>\n\n\n\n
A caveat \u2013 I am not here to debunk theory and hail practice - as a cardiac surgeon might! I have a great deal of respect for Whitmore\u2019s book on Coaching for Performance. The book provided a solid reference and a practical guide for my work as a coach all these years.<\/p>\n\n\n\n
However, I do have my own \u201cinterpretations\u201d and \u201cextensions\u201d of the theory in actual practice which I wish to share. I will use the diagram below which shows the context for coaching.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
You can see the \u201ccircles of influence\u201d around the coachee which would have a bearing on coaching and its effectiveness. We will cover each of these circles with examples. Note that the coach\u2019s experience, beliefs and perceptions are also significant in the context in addition to his skills for coaching.<\/p>\n\n\n\n
Circle #1: Are all situations \u201ccoaching situations\u201d?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The first circle of influence is the coaching situation faced by the coachee at work. For example, it could be that he is recently promoted and finds gaining acceptance in his team a challenge.<\/p>\n\n\n\n
The question is whether all such work situations are amenable for coaching - whether you are the manager of the coachee or an external coach. If you follow the \u201ctheory\u201d (that is Whitmore), a coaching style can become the default management style of the entire organization for all occasions.<\/p>\n\n\n\n
In other words, all manager-reportee interactions can naturally follow the coaching style \u2013 the manager following the sequence of helping his reportee to identify the goal he is seeking to achieve, assess the current state of affairs, consider the available options to achieve the goal and making the commitment-making to make it happen.<\/p>\n\n\n\n
That is all very well, but what if you are a commando fighting a guerrilla war in a jungle and see a metal tube from the foliage pointing at you. Your commander (\u201cmanager\u201d) is not going to coach you through the situation, is he?<\/p>\n\n\n\n
There are also other equivalent (but less extreme) situations at work when time is of essence and all that the coachee needs is information or simple direction (like for example, how to balance staff loading in a project schedule).<\/p>\n\n\n\n
So, my interpretation of theory is that there is better pay-off of coaching in some situations than others. However, there are many, many work situations wherein the quality of work<\/b> or results<\/b> is very important, the learning<\/b> for the coachee very important and it is not an emergency<\/b>. Coaching is very relevant in those cases.<\/p>\n\n\n\n
Circle #2: Are people always receptive to coaching?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The next circle of influence is relating to how receptive people are to coaching even if their work situation was amenable for it.<\/p>\n\n\n\n
Are they motivated enough to become more aware<\/b> and take responsibility<\/b> by themselves and not just because their employer has enrolled them in a training & coaching program?<\/p>\n\n\n\n
Maslow\u2019s theory is that motivation is linked to the stage an individual is at in a hierarchy of needs (see diagram below from Whitmore\u2019s Coaching for Performance). Note that Whitmore has split Maslow\u2019s Esteem stage into two \u2013 Esteem from others and Self-esteem.<\/p>\n\n\n\n
At the stage of Esteem from others, one is looking \u201cexternal\u201d recognition and prestige as motivators. At the stage of Self-esteem, external motivators tend to become less important. More important is the need to make a difference and being empowered to do so enhancing self-esteem. This self-esteem stage is where coaching makes the biggest impact for personal growth.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
Source: Coaching for Performance by John Whitmore<\/i><\/p>\n\n\n\n
There are a few more \u201ccircles\u201d to cover which we will in Part II of the article.<\/p>\n\n\n\n
Till then...<\/p>\n","post_title":"Journey of a coach - theory & practice (Part I)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-i","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:34","post_modified_gmt":"2024-01-29 10:55:34","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1521,"post_author":"26","post_date":"2014-10-30 10:57:02","post_date_gmt":"2014-10-30 05:27:02","post_content":"\n
$\"Network_whenhow2\"$ <\/a><\/figure>\n\n\n\n
One is never without a network and if you are reading this - it may be more to know how to grow it and\/or to overcome obstacles, often due to one's level comfort with so called \"networking\".<\/p>\n\n\n\n
If you look at how you:<\/p>\n\n\n\n
\n
got the opportunity to work in your current position<\/li>\n\n\n\n
got into your college\/school<\/li>\n\n\n\n
got your house on rent or bought your apartment<\/li>\n<\/ul>\n\n\n\n
you will see that a network - formal, informal or virtual (internet based) was at play.<\/p>\n\n\n\n
I will focus on growing your professional network and a few simple steps for it and not delve into specifics of social media, as all of you would be familiar with it.<\/p>\n\n\n\n
First, start with your existing network - which will be your current and past colleagues, your college and school alumni, friends and family. See that you stay in touch with them, by meeting them up or electronically, if you are not in touch start right away. Sending greetings for important occasions, festivals and events is a good way to start. Make it a point to call a few of them over the commute\/ weekends and work on the complete list slowly and steadily, start at top the list again once you complete it.<\/p>\n\n\n\n
What if you need to ask for a reference or a favor from a person with whom you are not in regular touch. The best way to is to be honest, there is no point in coming up with a phony reason to get in touch with them and ask for what you want. Your honesty will be appreciated, after that do thank them and make an effort to stay in touch with them. See that your nurture this set of contacts where you have already made a start.<\/p>\n\n\n\n
Once, when I was looking out for a job using my network, I made it a point to call and thank all those who forwarded my resume to their contacts and I sent a book as a gift to thank all those contacts whose help took me to the interview stage. I did it without any motive and what amazed me was the warmth from these contacts in all my future interactions.<\/p>\n\n\n\n
Second area to focus on are the professional events - there will be events where your technical or managerial domain will be the focus. You may be sponsored\/encouraged by your organizations to attend them, do not let is pass citing an excuse of being busy. Do make time to attend a few of them. If you find that you do not have this opportunity then see that you find such events and enroll yourself.<\/p>\n\n\n\n
In my experience these events certainly help you make a few contacts, you will always find a few persons whom you will find interesting and knowledgeable and connect effortlessly. The key is to nurture this - see that you follow-up with a mail and\/or a call.<\/p>\n\n\n\n
If you are the type who feels inhibited to make an opening, then do not worry. I was advised by one of my mentors to just listen and not worry about talking and enjoy being there. If you listen and observe intently you will find yourself talking soon. Your focus on the interactions and not on your perceived ability, does the trick. Try it a couple of times and see for yourself.<\/p>\n\n\n\n
Lastly, for anything to succeed one has to have the desire, then comes the effort and discipline for achieving it. A small progress or a step with positive result, is the best encouragement for you to strive towards your goals. Do ponder on your actions and results to stay focused on continuing to do this.<\/p>\n\n\n\n
One related question I hear from many of my coachees is \"visibility\" within the organization. More on that in a later post.<\/p>\n","post_title":"Networking - when and how to begin?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"networking-when-and-how-to-begin","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:58","post_modified_gmt":"2024-01-29 14:50:58","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1521","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1517,"post_author":"30","post_date":"2014-10-29 09:30:26","post_date_gmt":"2014-10-29 04:00:26","post_content":"\n
$\"sell-it\"$ <\/a><\/figure>\n\n\n\n
As a child, I used to come up with various ideas for almost anything, and ask for Rs. 1000\/- per idea. Being a child, nobody would want to pay money, that too a thousand Rupees \u2013 but, I would get something else as an appreciation for my efforts. A toffee, a cone ice cream etc.<\/p>\n\n\n\n
Further on, when I used to be active in small groups, selling was more of ideas and to get the team to converge on something, that the group can take as an action.<\/p>\n\n\n\n
As a team leader, I needed to sell the vision of the project to the team, to get everybody\u2019s buy in.<\/p>\n\n\n\n
More recently, I have been in contact with many aspiring and active entrepreneurs. Selling is something that they do with every breath.<\/p>\n\n\n\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 10 of 12 Previous 1 … 9 10 11 12 Next

\n
As with most things in life, practice makes perfect \u2013 it takes time and experience to hone the approach of asking questions and the skill of active listening. But they can indeed be developed for individual and organizational benefit. The time to start is NOW!<\/p>\n","post_title":"Questioning and Asking Questions - what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"questioning-and-asking-questions-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:02","post_modified_gmt":"2024-01-29 10:55:02","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1514","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1448,"post_author":"31","post_date":"2014-11-02 06:59:09","post_date_gmt":"2014-11-02 01:29:09","post_content":"\n
This article is part of the series on \u201cJourney of a coach\u201d covering my experiences as a performance coach. You may have the read an earlier article in the series on \u201cJourney of a coach \u2013 the beginning\u201d<\/a>. The journey continues here...<\/p>\n\n\n\n
Yogi Berra, New York Yankees baseball player (arguably the best catcher of all time) said, \u201cIn theory, there is no difference between theory & practice. But in practice, there is!\u201d So, this article is about the theory & practice of coaching for performance \u2013 not baseball players but people managing software projects.<\/p>\n\n\n\n
In my context, the \u201ctheory\u201d was mostly \u201cCoaching for Performance\u201d by John Whitmore (by the way, there is another article of mine on Whitmore<\/a> if you are interested). The \u201cpractice\u201d was, of course, my actual experiences over the years.<\/p>\n\n\n\n
A caveat \u2013 I am not here to debunk theory and hail practice - as a cardiac surgeon might! I have a great deal of respect for Whitmore\u2019s book on Coaching for Performance. The book provided a solid reference and a practical guide for my work as a coach all these years.<\/p>\n\n\n\n
However, I do have my own \u201cinterpretations\u201d and \u201cextensions\u201d of the theory in actual practice which I wish to share. I will use the diagram below which shows the context for coaching.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
You can see the \u201ccircles of influence\u201d around the coachee which would have a bearing on coaching and its effectiveness. We will cover each of these circles with examples. Note that the coach\u2019s experience, beliefs and perceptions are also significant in the context in addition to his skills for coaching.<\/p>\n\n\n\n
Circle #1: Are all situations \u201ccoaching situations\u201d?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The first circle of influence is the coaching situation faced by the coachee at work. For example, it could be that he is recently promoted and finds gaining acceptance in his team a challenge.<\/p>\n\n\n\n
The question is whether all such work situations are amenable for coaching - whether you are the manager of the coachee or an external coach. If you follow the \u201ctheory\u201d (that is Whitmore), a coaching style can become the default management style of the entire organization for all occasions.<\/p>\n\n\n\n
In other words, all manager-reportee interactions can naturally follow the coaching style \u2013 the manager following the sequence of helping his reportee to identify the goal he is seeking to achieve, assess the current state of affairs, consider the available options to achieve the goal and making the commitment-making to make it happen.<\/p>\n\n\n\n
That is all very well, but what if you are a commando fighting a guerrilla war in a jungle and see a metal tube from the foliage pointing at you. Your commander (\u201cmanager\u201d) is not going to coach you through the situation, is he?<\/p>\n\n\n\n
There are also other equivalent (but less extreme) situations at work when time is of essence and all that the coachee needs is information or simple direction (like for example, how to balance staff loading in a project schedule).<\/p>\n\n\n\n
So, my interpretation of theory is that there is better pay-off of coaching in some situations than others. However, there are many, many work situations wherein the quality of work<\/b> or results<\/b> is very important, the learning<\/b> for the coachee very important and it is not an emergency<\/b>. Coaching is very relevant in those cases.<\/p>\n\n\n\n
Circle #2: Are people always receptive to coaching?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The next circle of influence is relating to how receptive people are to coaching even if their work situation was amenable for it.<\/p>\n\n\n\n
Are they motivated enough to become more aware<\/b> and take responsibility<\/b> by themselves and not just because their employer has enrolled them in a training & coaching program?<\/p>\n\n\n\n
Maslow\u2019s theory is that motivation is linked to the stage an individual is at in a hierarchy of needs (see diagram below from Whitmore\u2019s Coaching for Performance). Note that Whitmore has split Maslow\u2019s Esteem stage into two \u2013 Esteem from others and Self-esteem.<\/p>\n\n\n\n
At the stage of Esteem from others, one is looking \u201cexternal\u201d recognition and prestige as motivators. At the stage of Self-esteem, external motivators tend to become less important. More important is the need to make a difference and being empowered to do so enhancing self-esteem. This self-esteem stage is where coaching makes the biggest impact for personal growth.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
Source: Coaching for Performance by John Whitmore<\/i><\/p>\n\n\n\n
There are a few more \u201ccircles\u201d to cover which we will in Part II of the article.<\/p>\n\n\n\n
Till then...<\/p>\n","post_title":"Journey of a coach - theory & practice (Part I)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-i","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:34","post_modified_gmt":"2024-01-29 10:55:34","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1521,"post_author":"26","post_date":"2014-10-30 10:57:02","post_date_gmt":"2014-10-30 05:27:02","post_content":"\n
$\"Network_whenhow2\"$ <\/a><\/figure>\n\n\n\n
One is never without a network and if you are reading this - it may be more to know how to grow it and\/or to overcome obstacles, often due to one's level comfort with so called \"networking\".<\/p>\n\n\n\n
If you look at how you:<\/p>\n\n\n\n
\n
got the opportunity to work in your current position<\/li>\n\n\n\n
got into your college\/school<\/li>\n\n\n\n
got your house on rent or bought your apartment<\/li>\n<\/ul>\n\n\n\n
you will see that a network - formal, informal or virtual (internet based) was at play.<\/p>\n\n\n\n
I will focus on growing your professional network and a few simple steps for it and not delve into specifics of social media, as all of you would be familiar with it.<\/p>\n\n\n\n
First, start with your existing network - which will be your current and past colleagues, your college and school alumni, friends and family. See that you stay in touch with them, by meeting them up or electronically, if you are not in touch start right away. Sending greetings for important occasions, festivals and events is a good way to start. Make it a point to call a few of them over the commute\/ weekends and work on the complete list slowly and steadily, start at top the list again once you complete it.<\/p>\n\n\n\n
What if you need to ask for a reference or a favor from a person with whom you are not in regular touch. The best way to is to be honest, there is no point in coming up with a phony reason to get in touch with them and ask for what you want. Your honesty will be appreciated, after that do thank them and make an effort to stay in touch with them. See that your nurture this set of contacts where you have already made a start.<\/p>\n\n\n\n
Once, when I was looking out for a job using my network, I made it a point to call and thank all those who forwarded my resume to their contacts and I sent a book as a gift to thank all those contacts whose help took me to the interview stage. I did it without any motive and what amazed me was the warmth from these contacts in all my future interactions.<\/p>\n\n\n\n
Second area to focus on are the professional events - there will be events where your technical or managerial domain will be the focus. You may be sponsored\/encouraged by your organizations to attend them, do not let is pass citing an excuse of being busy. Do make time to attend a few of them. If you find that you do not have this opportunity then see that you find such events and enroll yourself.<\/p>\n\n\n\n
In my experience these events certainly help you make a few contacts, you will always find a few persons whom you will find interesting and knowledgeable and connect effortlessly. The key is to nurture this - see that you follow-up with a mail and\/or a call.<\/p>\n\n\n\n
If you are the type who feels inhibited to make an opening, then do not worry. I was advised by one of my mentors to just listen and not worry about talking and enjoy being there. If you listen and observe intently you will find yourself talking soon. Your focus on the interactions and not on your perceived ability, does the trick. Try it a couple of times and see for yourself.<\/p>\n\n\n\n
Lastly, for anything to succeed one has to have the desire, then comes the effort and discipline for achieving it. A small progress or a step with positive result, is the best encouragement for you to strive towards your goals. Do ponder on your actions and results to stay focused on continuing to do this.<\/p>\n\n\n\n
One related question I hear from many of my coachees is \"visibility\" within the organization. More on that in a later post.<\/p>\n","post_title":"Networking - when and how to begin?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"networking-when-and-how-to-begin","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:58","post_modified_gmt":"2024-01-29 14:50:58","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1521","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1517,"post_author":"30","post_date":"2014-10-29 09:30:26","post_date_gmt":"2014-10-29 04:00:26","post_content":"\n
$\"sell-it\"$ <\/a><\/figure>\n\n\n\n
As a child, I used to come up with various ideas for almost anything, and ask for Rs. 1000\/- per idea. Being a child, nobody would want to pay money, that too a thousand Rupees \u2013 but, I would get something else as an appreciation for my efforts. A toffee, a cone ice cream etc.<\/p>\n\n\n\n
Further on, when I used to be active in small groups, selling was more of ideas and to get the team to converge on something, that the group can take as an action.<\/p>\n\n\n\n
As a team leader, I needed to sell the vision of the project to the team, to get everybody\u2019s buy in.<\/p>\n\n\n\n
More recently, I have been in contact with many aspiring and active entrepreneurs. Selling is something that they do with every breath.<\/p>\n\n\n\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 10 of 12 Previous 1 … 9 10 11 12 Next

\n
Finally, adopting the approach of \u201casking questions\u201d needs a complementing skill which is ACTIVE listening. A coach cannot sustain a session of asking questions without actually listening well, understanding and re-phrasing of what the coachee says.<\/p>\n\n\n\n
As with most things in life, practice makes perfect \u2013 it takes time and experience to hone the approach of asking questions and the skill of active listening. But they can indeed be developed for individual and organizational benefit. The time to start is NOW!<\/p>\n","post_title":"Questioning and Asking Questions - what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"questioning-and-asking-questions-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:02","post_modified_gmt":"2024-01-29 10:55:02","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1514","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1448,"post_author":"31","post_date":"2014-11-02 06:59:09","post_date_gmt":"2014-11-02 01:29:09","post_content":"\n
This article is part of the series on \u201cJourney of a coach\u201d covering my experiences as a performance coach. You may have the read an earlier article in the series on \u201cJourney of a coach \u2013 the beginning\u201d<\/a>. The journey continues here...<\/p>\n\n\n\n
Yogi Berra, New York Yankees baseball player (arguably the best catcher of all time) said, \u201cIn theory, there is no difference between theory & practice. But in practice, there is!\u201d So, this article is about the theory & practice of coaching for performance \u2013 not baseball players but people managing software projects.<\/p>\n\n\n\n
In my context, the \u201ctheory\u201d was mostly \u201cCoaching for Performance\u201d by John Whitmore (by the way, there is another article of mine on Whitmore<\/a> if you are interested). The \u201cpractice\u201d was, of course, my actual experiences over the years.<\/p>\n\n\n\n
A caveat \u2013 I am not here to debunk theory and hail practice - as a cardiac surgeon might! I have a great deal of respect for Whitmore\u2019s book on Coaching for Performance. The book provided a solid reference and a practical guide for my work as a coach all these years.<\/p>\n\n\n\n
However, I do have my own \u201cinterpretations\u201d and \u201cextensions\u201d of the theory in actual practice which I wish to share. I will use the diagram below which shows the context for coaching.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
You can see the \u201ccircles of influence\u201d around the coachee which would have a bearing on coaching and its effectiveness. We will cover each of these circles with examples. Note that the coach\u2019s experience, beliefs and perceptions are also significant in the context in addition to his skills for coaching.<\/p>\n\n\n\n
Circle #1: Are all situations \u201ccoaching situations\u201d?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The first circle of influence is the coaching situation faced by the coachee at work. For example, it could be that he is recently promoted and finds gaining acceptance in his team a challenge.<\/p>\n\n\n\n
The question is whether all such work situations are amenable for coaching - whether you are the manager of the coachee or an external coach. If you follow the \u201ctheory\u201d (that is Whitmore), a coaching style can become the default management style of the entire organization for all occasions.<\/p>\n\n\n\n
In other words, all manager-reportee interactions can naturally follow the coaching style \u2013 the manager following the sequence of helping his reportee to identify the goal he is seeking to achieve, assess the current state of affairs, consider the available options to achieve the goal and making the commitment-making to make it happen.<\/p>\n\n\n\n
That is all very well, but what if you are a commando fighting a guerrilla war in a jungle and see a metal tube from the foliage pointing at you. Your commander (\u201cmanager\u201d) is not going to coach you through the situation, is he?<\/p>\n\n\n\n
There are also other equivalent (but less extreme) situations at work when time is of essence and all that the coachee needs is information or simple direction (like for example, how to balance staff loading in a project schedule).<\/p>\n\n\n\n
So, my interpretation of theory is that there is better pay-off of coaching in some situations than others. However, there are many, many work situations wherein the quality of work<\/b> or results<\/b> is very important, the learning<\/b> for the coachee very important and it is not an emergency<\/b>. Coaching is very relevant in those cases.<\/p>\n\n\n\n
Circle #2: Are people always receptive to coaching?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The next circle of influence is relating to how receptive people are to coaching even if their work situation was amenable for it.<\/p>\n\n\n\n
Are they motivated enough to become more aware<\/b> and take responsibility<\/b> by themselves and not just because their employer has enrolled them in a training & coaching program?<\/p>\n\n\n\n
Maslow\u2019s theory is that motivation is linked to the stage an individual is at in a hierarchy of needs (see diagram below from Whitmore\u2019s Coaching for Performance). Note that Whitmore has split Maslow\u2019s Esteem stage into two \u2013 Esteem from others and Self-esteem.<\/p>\n\n\n\n
At the stage of Esteem from others, one is looking \u201cexternal\u201d recognition and prestige as motivators. At the stage of Self-esteem, external motivators tend to become less important. More important is the need to make a difference and being empowered to do so enhancing self-esteem. This self-esteem stage is where coaching makes the biggest impact for personal growth.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
Source: Coaching for Performance by John Whitmore<\/i><\/p>\n\n\n\n
There are a few more \u201ccircles\u201d to cover which we will in Part II of the article.<\/p>\n\n\n\n
Till then...<\/p>\n","post_title":"Journey of a coach - theory & practice (Part I)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-i","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:34","post_modified_gmt":"2024-01-29 10:55:34","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1521,"post_author":"26","post_date":"2014-10-30 10:57:02","post_date_gmt":"2014-10-30 05:27:02","post_content":"\n
$\"Network_whenhow2\"$ <\/a><\/figure>\n\n\n\n
One is never without a network and if you are reading this - it may be more to know how to grow it and\/or to overcome obstacles, often due to one's level comfort with so called \"networking\".<\/p>\n\n\n\n
If you look at how you:<\/p>\n\n\n\n
\n
got the opportunity to work in your current position<\/li>\n\n\n\n
got into your college\/school<\/li>\n\n\n\n
got your house on rent or bought your apartment<\/li>\n<\/ul>\n\n\n\n
you will see that a network - formal, informal or virtual (internet based) was at play.<\/p>\n\n\n\n
I will focus on growing your professional network and a few simple steps for it and not delve into specifics of social media, as all of you would be familiar with it.<\/p>\n\n\n\n
First, start with your existing network - which will be your current and past colleagues, your college and school alumni, friends and family. See that you stay in touch with them, by meeting them up or electronically, if you are not in touch start right away. Sending greetings for important occasions, festivals and events is a good way to start. Make it a point to call a few of them over the commute\/ weekends and work on the complete list slowly and steadily, start at top the list again once you complete it.<\/p>\n\n\n\n
What if you need to ask for a reference or a favor from a person with whom you are not in regular touch. The best way to is to be honest, there is no point in coming up with a phony reason to get in touch with them and ask for what you want. Your honesty will be appreciated, after that do thank them and make an effort to stay in touch with them. See that your nurture this set of contacts where you have already made a start.<\/p>\n\n\n\n
Once, when I was looking out for a job using my network, I made it a point to call and thank all those who forwarded my resume to their contacts and I sent a book as a gift to thank all those contacts whose help took me to the interview stage. I did it without any motive and what amazed me was the warmth from these contacts in all my future interactions.<\/p>\n\n\n\n
Second area to focus on are the professional events - there will be events where your technical or managerial domain will be the focus. You may be sponsored\/encouraged by your organizations to attend them, do not let is pass citing an excuse of being busy. Do make time to attend a few of them. If you find that you do not have this opportunity then see that you find such events and enroll yourself.<\/p>\n\n\n\n
In my experience these events certainly help you make a few contacts, you will always find a few persons whom you will find interesting and knowledgeable and connect effortlessly. The key is to nurture this - see that you follow-up with a mail and\/or a call.<\/p>\n\n\n\n
If you are the type who feels inhibited to make an opening, then do not worry. I was advised by one of my mentors to just listen and not worry about talking and enjoy being there. If you listen and observe intently you will find yourself talking soon. Your focus on the interactions and not on your perceived ability, does the trick. Try it a couple of times and see for yourself.<\/p>\n\n\n\n
Lastly, for anything to succeed one has to have the desire, then comes the effort and discipline for achieving it. A small progress or a step with positive result, is the best encouragement for you to strive towards your goals. Do ponder on your actions and results to stay focused on continuing to do this.<\/p>\n\n\n\n
One related question I hear from many of my coachees is \"visibility\" within the organization. More on that in a later post.<\/p>\n","post_title":"Networking - when and how to begin?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"networking-when-and-how-to-begin","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:58","post_modified_gmt":"2024-01-29 14:50:58","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1521","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1517,"post_author":"30","post_date":"2014-10-29 09:30:26","post_date_gmt":"2014-10-29 04:00:26","post_content":"\n
$\"sell-it\"$ <\/a><\/figure>\n\n\n\n
As a child, I used to come up with various ideas for almost anything, and ask for Rs. 1000\/- per idea. Being a child, nobody would want to pay money, that too a thousand Rupees \u2013 but, I would get something else as an appreciation for my efforts. A toffee, a cone ice cream etc.<\/p>\n\n\n\n
Further on, when I used to be active in small groups, selling was more of ideas and to get the team to converge on something, that the group can take as an action.<\/p>\n\n\n\n
As a team leader, I needed to sell the vision of the project to the team, to get everybody\u2019s buy in.<\/p>\n\n\n\n
More recently, I have been in contact with many aspiring and active entrepreneurs. Selling is something that they do with every breath.<\/p>\n\n\n\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 10 of 12 Previous 1 … 9 10 11 12 Next

\n
\u201cAsking questions\u201d is an essential part of the tool set of a coach who may be the line manager himself. You consciously adopt the approach for improving the \u201cawareness\u201d of the coachee and therefore, open his mind to his perceptions & other possibilities and take \u201cresponsibility\u201d for the options for actions that he chooses.<\/p>\n\n\n\n
Finally, adopting the approach of \u201casking questions\u201d needs a complementing skill which is ACTIVE listening. A coach cannot sustain a session of asking questions without actually listening well, understanding and re-phrasing of what the coachee says.<\/p>\n\n\n\n
As with most things in life, practice makes perfect \u2013 it takes time and experience to hone the approach of asking questions and the skill of active listening. But they can indeed be developed for individual and organizational benefit. The time to start is NOW!<\/p>\n","post_title":"Questioning and Asking Questions - what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"questioning-and-asking-questions-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:02","post_modified_gmt":"2024-01-29 10:55:02","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1514","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1448,"post_author":"31","post_date":"2014-11-02 06:59:09","post_date_gmt":"2014-11-02 01:29:09","post_content":"\n
This article is part of the series on \u201cJourney of a coach\u201d covering my experiences as a performance coach. You may have the read an earlier article in the series on \u201cJourney of a coach \u2013 the beginning\u201d<\/a>. The journey continues here...<\/p>\n\n\n\n
Yogi Berra, New York Yankees baseball player (arguably the best catcher of all time) said, \u201cIn theory, there is no difference between theory & practice. But in practice, there is!\u201d So, this article is about the theory & practice of coaching for performance \u2013 not baseball players but people managing software projects.<\/p>\n\n\n\n
In my context, the \u201ctheory\u201d was mostly \u201cCoaching for Performance\u201d by John Whitmore (by the way, there is another article of mine on Whitmore<\/a> if you are interested). The \u201cpractice\u201d was, of course, my actual experiences over the years.<\/p>\n\n\n\n
A caveat \u2013 I am not here to debunk theory and hail practice - as a cardiac surgeon might! I have a great deal of respect for Whitmore\u2019s book on Coaching for Performance. The book provided a solid reference and a practical guide for my work as a coach all these years.<\/p>\n\n\n\n
However, I do have my own \u201cinterpretations\u201d and \u201cextensions\u201d of the theory in actual practice which I wish to share. I will use the diagram below which shows the context for coaching.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
You can see the \u201ccircles of influence\u201d around the coachee which would have a bearing on coaching and its effectiveness. We will cover each of these circles with examples. Note that the coach\u2019s experience, beliefs and perceptions are also significant in the context in addition to his skills for coaching.<\/p>\n\n\n\n
Circle #1: Are all situations \u201ccoaching situations\u201d?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The first circle of influence is the coaching situation faced by the coachee at work. For example, it could be that he is recently promoted and finds gaining acceptance in his team a challenge.<\/p>\n\n\n\n
The question is whether all such work situations are amenable for coaching - whether you are the manager of the coachee or an external coach. If you follow the \u201ctheory\u201d (that is Whitmore), a coaching style can become the default management style of the entire organization for all occasions.<\/p>\n\n\n\n
In other words, all manager-reportee interactions can naturally follow the coaching style \u2013 the manager following the sequence of helping his reportee to identify the goal he is seeking to achieve, assess the current state of affairs, consider the available options to achieve the goal and making the commitment-making to make it happen.<\/p>\n\n\n\n
That is all very well, but what if you are a commando fighting a guerrilla war in a jungle and see a metal tube from the foliage pointing at you. Your commander (\u201cmanager\u201d) is not going to coach you through the situation, is he?<\/p>\n\n\n\n
There are also other equivalent (but less extreme) situations at work when time is of essence and all that the coachee needs is information or simple direction (like for example, how to balance staff loading in a project schedule).<\/p>\n\n\n\n
So, my interpretation of theory is that there is better pay-off of coaching in some situations than others. However, there are many, many work situations wherein the quality of work<\/b> or results<\/b> is very important, the learning<\/b> for the coachee very important and it is not an emergency<\/b>. Coaching is very relevant in those cases.<\/p>\n\n\n\n
Circle #2: Are people always receptive to coaching?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The next circle of influence is relating to how receptive people are to coaching even if their work situation was amenable for it.<\/p>\n\n\n\n
Are they motivated enough to become more aware<\/b> and take responsibility<\/b> by themselves and not just because their employer has enrolled them in a training & coaching program?<\/p>\n\n\n\n
Maslow\u2019s theory is that motivation is linked to the stage an individual is at in a hierarchy of needs (see diagram below from Whitmore\u2019s Coaching for Performance). Note that Whitmore has split Maslow\u2019s Esteem stage into two \u2013 Esteem from others and Self-esteem.<\/p>\n\n\n\n
At the stage of Esteem from others, one is looking \u201cexternal\u201d recognition and prestige as motivators. At the stage of Self-esteem, external motivators tend to become less important. More important is the need to make a difference and being empowered to do so enhancing self-esteem. This self-esteem stage is where coaching makes the biggest impact for personal growth.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
Source: Coaching for Performance by John Whitmore<\/i><\/p>\n\n\n\n
There are a few more \u201ccircles\u201d to cover which we will in Part II of the article.<\/p>\n\n\n\n
Till then...<\/p>\n","post_title":"Journey of a coach - theory & practice (Part I)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-i","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:34","post_modified_gmt":"2024-01-29 10:55:34","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1521,"post_author":"26","post_date":"2014-10-30 10:57:02","post_date_gmt":"2014-10-30 05:27:02","post_content":"\n
$\"Network_whenhow2\"$ <\/a><\/figure>\n\n\n\n
One is never without a network and if you are reading this - it may be more to know how to grow it and\/or to overcome obstacles, often due to one's level comfort with so called \"networking\".<\/p>\n\n\n\n
If you look at how you:<\/p>\n\n\n\n
\n
got the opportunity to work in your current position<\/li>\n\n\n\n
got into your college\/school<\/li>\n\n\n\n
got your house on rent or bought your apartment<\/li>\n<\/ul>\n\n\n\n
you will see that a network - formal, informal or virtual (internet based) was at play.<\/p>\n\n\n\n
I will focus on growing your professional network and a few simple steps for it and not delve into specifics of social media, as all of you would be familiar with it.<\/p>\n\n\n\n
First, start with your existing network - which will be your current and past colleagues, your college and school alumni, friends and family. See that you stay in touch with them, by meeting them up or electronically, if you are not in touch start right away. Sending greetings for important occasions, festivals and events is a good way to start. Make it a point to call a few of them over the commute\/ weekends and work on the complete list slowly and steadily, start at top the list again once you complete it.<\/p>\n\n\n\n
What if you need to ask for a reference or a favor from a person with whom you are not in regular touch. The best way to is to be honest, there is no point in coming up with a phony reason to get in touch with them and ask for what you want. Your honesty will be appreciated, after that do thank them and make an effort to stay in touch with them. See that your nurture this set of contacts where you have already made a start.<\/p>\n\n\n\n
Once, when I was looking out for a job using my network, I made it a point to call and thank all those who forwarded my resume to their contacts and I sent a book as a gift to thank all those contacts whose help took me to the interview stage. I did it without any motive and what amazed me was the warmth from these contacts in all my future interactions.<\/p>\n\n\n\n
Second area to focus on are the professional events - there will be events where your technical or managerial domain will be the focus. You may be sponsored\/encouraged by your organizations to attend them, do not let is pass citing an excuse of being busy. Do make time to attend a few of them. If you find that you do not have this opportunity then see that you find such events and enroll yourself.<\/p>\n\n\n\n
In my experience these events certainly help you make a few contacts, you will always find a few persons whom you will find interesting and knowledgeable and connect effortlessly. The key is to nurture this - see that you follow-up with a mail and\/or a call.<\/p>\n\n\n\n
If you are the type who feels inhibited to make an opening, then do not worry. I was advised by one of my mentors to just listen and not worry about talking and enjoy being there. If you listen and observe intently you will find yourself talking soon. Your focus on the interactions and not on your perceived ability, does the trick. Try it a couple of times and see for yourself.<\/p>\n\n\n\n
Lastly, for anything to succeed one has to have the desire, then comes the effort and discipline for achieving it. A small progress or a step with positive result, is the best encouragement for you to strive towards your goals. Do ponder on your actions and results to stay focused on continuing to do this.<\/p>\n\n\n\n
One related question I hear from many of my coachees is \"visibility\" within the organization. More on that in a later post.<\/p>\n","post_title":"Networking - when and how to begin?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"networking-when-and-how-to-begin","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:58","post_modified_gmt":"2024-01-29 14:50:58","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1521","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1517,"post_author":"30","post_date":"2014-10-29 09:30:26","post_date_gmt":"2014-10-29 04:00:26","post_content":"\n
$\"sell-it\"$ <\/a><\/figure>\n\n\n\n
As a child, I used to come up with various ideas for almost anything, and ask for Rs. 1000\/- per idea. Being a child, nobody would want to pay money, that too a thousand Rupees \u2013 but, I would get something else as an appreciation for my efforts. A toffee, a cone ice cream etc.<\/p>\n\n\n\n
Further on, when I used to be active in small groups, selling was more of ideas and to get the team to converge on something, that the group can take as an action.<\/p>\n\n\n\n
As a team leader, I needed to sell the vision of the project to the team, to get everybody\u2019s buy in.<\/p>\n\n\n\n
More recently, I have been in contact with many aspiring and active entrepreneurs. Selling is something that they do with every breath.<\/p>\n\n\n\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 10 of 12 Previous 1 … 9 10 11 12 Next

\n
In a highly dynamic world, the approach of \u201casking questions\u201d is not just \u201ca nice to have\u201d but an imperative to empower people and ensure that the organization as a whole responds fast to changes in the environment.<\/p>\n\n\n\n
\u201cAsking questions\u201d is an essential part of the tool set of a coach who may be the line manager himself. You consciously adopt the approach for improving the \u201cawareness\u201d of the coachee and therefore, open his mind to his perceptions & other possibilities and take \u201cresponsibility\u201d for the options for actions that he chooses.<\/p>\n\n\n\n
Finally, adopting the approach of \u201casking questions\u201d needs a complementing skill which is ACTIVE listening. A coach cannot sustain a session of asking questions without actually listening well, understanding and re-phrasing of what the coachee says.<\/p>\n\n\n\n
As with most things in life, practice makes perfect \u2013 it takes time and experience to hone the approach of asking questions and the skill of active listening. But they can indeed be developed for individual and organizational benefit. The time to start is NOW!<\/p>\n","post_title":"Questioning and Asking Questions - what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"questioning-and-asking-questions-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:02","post_modified_gmt":"2024-01-29 10:55:02","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1514","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1448,"post_author":"31","post_date":"2014-11-02 06:59:09","post_date_gmt":"2014-11-02 01:29:09","post_content":"\n
This article is part of the series on \u201cJourney of a coach\u201d covering my experiences as a performance coach. You may have the read an earlier article in the series on \u201cJourney of a coach \u2013 the beginning\u201d<\/a>. The journey continues here...<\/p>\n\n\n\n
Yogi Berra, New York Yankees baseball player (arguably the best catcher of all time) said, \u201cIn theory, there is no difference between theory & practice. But in practice, there is!\u201d So, this article is about the theory & practice of coaching for performance \u2013 not baseball players but people managing software projects.<\/p>\n\n\n\n
In my context, the \u201ctheory\u201d was mostly \u201cCoaching for Performance\u201d by John Whitmore (by the way, there is another article of mine on Whitmore<\/a> if you are interested). The \u201cpractice\u201d was, of course, my actual experiences over the years.<\/p>\n\n\n\n
A caveat \u2013 I am not here to debunk theory and hail practice - as a cardiac surgeon might! I have a great deal of respect for Whitmore\u2019s book on Coaching for Performance. The book provided a solid reference and a practical guide for my work as a coach all these years.<\/p>\n\n\n\n
However, I do have my own \u201cinterpretations\u201d and \u201cextensions\u201d of the theory in actual practice which I wish to share. I will use the diagram below which shows the context for coaching.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
You can see the \u201ccircles of influence\u201d around the coachee which would have a bearing on coaching and its effectiveness. We will cover each of these circles with examples. Note that the coach\u2019s experience, beliefs and perceptions are also significant in the context in addition to his skills for coaching.<\/p>\n\n\n\n
Circle #1: Are all situations \u201ccoaching situations\u201d?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The first circle of influence is the coaching situation faced by the coachee at work. For example, it could be that he is recently promoted and finds gaining acceptance in his team a challenge.<\/p>\n\n\n\n
The question is whether all such work situations are amenable for coaching - whether you are the manager of the coachee or an external coach. If you follow the \u201ctheory\u201d (that is Whitmore), a coaching style can become the default management style of the entire organization for all occasions.<\/p>\n\n\n\n
In other words, all manager-reportee interactions can naturally follow the coaching style \u2013 the manager following the sequence of helping his reportee to identify the goal he is seeking to achieve, assess the current state of affairs, consider the available options to achieve the goal and making the commitment-making to make it happen.<\/p>\n\n\n\n
That is all very well, but what if you are a commando fighting a guerrilla war in a jungle and see a metal tube from the foliage pointing at you. Your commander (\u201cmanager\u201d) is not going to coach you through the situation, is he?<\/p>\n\n\n\n
There are also other equivalent (but less extreme) situations at work when time is of essence and all that the coachee needs is information or simple direction (like for example, how to balance staff loading in a project schedule).<\/p>\n\n\n\n
So, my interpretation of theory is that there is better pay-off of coaching in some situations than others. However, there are many, many work situations wherein the quality of work<\/b> or results<\/b> is very important, the learning<\/b> for the coachee very important and it is not an emergency<\/b>. Coaching is very relevant in those cases.<\/p>\n\n\n\n
Circle #2: Are people always receptive to coaching?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The next circle of influence is relating to how receptive people are to coaching even if their work situation was amenable for it.<\/p>\n\n\n\n
Are they motivated enough to become more aware<\/b> and take responsibility<\/b> by themselves and not just because their employer has enrolled them in a training & coaching program?<\/p>\n\n\n\n
Maslow\u2019s theory is that motivation is linked to the stage an individual is at in a hierarchy of needs (see diagram below from Whitmore\u2019s Coaching for Performance). Note that Whitmore has split Maslow\u2019s Esteem stage into two \u2013 Esteem from others and Self-esteem.<\/p>\n\n\n\n
At the stage of Esteem from others, one is looking \u201cexternal\u201d recognition and prestige as motivators. At the stage of Self-esteem, external motivators tend to become less important. More important is the need to make a difference and being empowered to do so enhancing self-esteem. This self-esteem stage is where coaching makes the biggest impact for personal growth.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
Source: Coaching for Performance by John Whitmore<\/i><\/p>\n\n\n\n
There are a few more \u201ccircles\u201d to cover which we will in Part II of the article.<\/p>\n\n\n\n
Till then...<\/p>\n","post_title":"Journey of a coach - theory & practice (Part I)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-i","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:34","post_modified_gmt":"2024-01-29 10:55:34","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1521,"post_author":"26","post_date":"2014-10-30 10:57:02","post_date_gmt":"2014-10-30 05:27:02","post_content":"\n
$\"Network_whenhow2\"$ <\/a><\/figure>\n\n\n\n
One is never without a network and if you are reading this - it may be more to know how to grow it and\/or to overcome obstacles, often due to one's level comfort with so called \"networking\".<\/p>\n\n\n\n
If you look at how you:<\/p>\n\n\n\n
\n
got the opportunity to work in your current position<\/li>\n\n\n\n
got into your college\/school<\/li>\n\n\n\n
got your house on rent or bought your apartment<\/li>\n<\/ul>\n\n\n\n
you will see that a network - formal, informal or virtual (internet based) was at play.<\/p>\n\n\n\n
I will focus on growing your professional network and a few simple steps for it and not delve into specifics of social media, as all of you would be familiar with it.<\/p>\n\n\n\n
First, start with your existing network - which will be your current and past colleagues, your college and school alumni, friends and family. See that you stay in touch with them, by meeting them up or electronically, if you are not in touch start right away. Sending greetings for important occasions, festivals and events is a good way to start. Make it a point to call a few of them over the commute\/ weekends and work on the complete list slowly and steadily, start at top the list again once you complete it.<\/p>\n\n\n\n
What if you need to ask for a reference or a favor from a person with whom you are not in regular touch. The best way to is to be honest, there is no point in coming up with a phony reason to get in touch with them and ask for what you want. Your honesty will be appreciated, after that do thank them and make an effort to stay in touch with them. See that your nurture this set of contacts where you have already made a start.<\/p>\n\n\n\n
Once, when I was looking out for a job using my network, I made it a point to call and thank all those who forwarded my resume to their contacts and I sent a book as a gift to thank all those contacts whose help took me to the interview stage. I did it without any motive and what amazed me was the warmth from these contacts in all my future interactions.<\/p>\n\n\n\n
Second area to focus on are the professional events - there will be events where your technical or managerial domain will be the focus. You may be sponsored\/encouraged by your organizations to attend them, do not let is pass citing an excuse of being busy. Do make time to attend a few of them. If you find that you do not have this opportunity then see that you find such events and enroll yourself.<\/p>\n\n\n\n
In my experience these events certainly help you make a few contacts, you will always find a few persons whom you will find interesting and knowledgeable and connect effortlessly. The key is to nurture this - see that you follow-up with a mail and\/or a call.<\/p>\n\n\n\n
If you are the type who feels inhibited to make an opening, then do not worry. I was advised by one of my mentors to just listen and not worry about talking and enjoy being there. If you listen and observe intently you will find yourself talking soon. Your focus on the interactions and not on your perceived ability, does the trick. Try it a couple of times and see for yourself.<\/p>\n\n\n\n
Lastly, for anything to succeed one has to have the desire, then comes the effort and discipline for achieving it. A small progress or a step with positive result, is the best encouragement for you to strive towards your goals. Do ponder on your actions and results to stay focused on continuing to do this.<\/p>\n\n\n\n
One related question I hear from many of my coachees is \"visibility\" within the organization. More on that in a later post.<\/p>\n","post_title":"Networking - when and how to begin?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"networking-when-and-how-to-begin","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:58","post_modified_gmt":"2024-01-29 14:50:58","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1521","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1517,"post_author":"30","post_date":"2014-10-29 09:30:26","post_date_gmt":"2014-10-29 04:00:26","post_content":"\n
$\"sell-it\"$ <\/a><\/figure>\n\n\n\n
As a child, I used to come up with various ideas for almost anything, and ask for Rs. 1000\/- per idea. Being a child, nobody would want to pay money, that too a thousand Rupees \u2013 but, I would get something else as an appreciation for my efforts. A toffee, a cone ice cream etc.<\/p>\n\n\n\n
Further on, when I used to be active in small groups, selling was more of ideas and to get the team to converge on something, that the group can take as an action.<\/p>\n\n\n\n
As a team leader, I needed to sell the vision of the project to the team, to get everybody\u2019s buy in.<\/p>\n\n\n\n
More recently, I have been in contact with many aspiring and active entrepreneurs. Selling is something that they do with every breath.<\/p>\n\n\n\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 10 of 12 Previous 1 … 9 10 11 12 Next

\n
Through this, the manager\u2019s time is also freed up from routine oversight functions to take up important but not urgent tasks.<\/p>\n\n\n\n
In a highly dynamic world, the approach of \u201casking questions\u201d is not just \u201ca nice to have\u201d but an imperative to empower people and ensure that the organization as a whole responds fast to changes in the environment.<\/p>\n\n\n\n
\u201cAsking questions\u201d is an essential part of the tool set of a coach who may be the line manager himself. You consciously adopt the approach for improving the \u201cawareness\u201d of the coachee and therefore, open his mind to his perceptions & other possibilities and take \u201cresponsibility\u201d for the options for actions that he chooses.<\/p>\n\n\n\n
Finally, adopting the approach of \u201casking questions\u201d needs a complementing skill which is ACTIVE listening. A coach cannot sustain a session of asking questions without actually listening well, understanding and re-phrasing of what the coachee says.<\/p>\n\n\n\n
As with most things in life, practice makes perfect \u2013 it takes time and experience to hone the approach of asking questions and the skill of active listening. But they can indeed be developed for individual and organizational benefit. The time to start is NOW!<\/p>\n","post_title":"Questioning and Asking Questions - what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"questioning-and-asking-questions-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:02","post_modified_gmt":"2024-01-29 10:55:02","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1514","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1448,"post_author":"31","post_date":"2014-11-02 06:59:09","post_date_gmt":"2014-11-02 01:29:09","post_content":"\n
This article is part of the series on \u201cJourney of a coach\u201d covering my experiences as a performance coach. You may have the read an earlier article in the series on \u201cJourney of a coach \u2013 the beginning\u201d<\/a>. The journey continues here...<\/p>\n\n\n\n
Yogi Berra, New York Yankees baseball player (arguably the best catcher of all time) said, \u201cIn theory, there is no difference between theory & practice. But in practice, there is!\u201d So, this article is about the theory & practice of coaching for performance \u2013 not baseball players but people managing software projects.<\/p>\n\n\n\n
In my context, the \u201ctheory\u201d was mostly \u201cCoaching for Performance\u201d by John Whitmore (by the way, there is another article of mine on Whitmore<\/a> if you are interested). The \u201cpractice\u201d was, of course, my actual experiences over the years.<\/p>\n\n\n\n
A caveat \u2013 I am not here to debunk theory and hail practice - as a cardiac surgeon might! I have a great deal of respect for Whitmore\u2019s book on Coaching for Performance. The book provided a solid reference and a practical guide for my work as a coach all these years.<\/p>\n\n\n\n
However, I do have my own \u201cinterpretations\u201d and \u201cextensions\u201d of the theory in actual practice which I wish to share. I will use the diagram below which shows the context for coaching.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
You can see the \u201ccircles of influence\u201d around the coachee which would have a bearing on coaching and its effectiveness. We will cover each of these circles with examples. Note that the coach\u2019s experience, beliefs and perceptions are also significant in the context in addition to his skills for coaching.<\/p>\n\n\n\n
Circle #1: Are all situations \u201ccoaching situations\u201d?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The first circle of influence is the coaching situation faced by the coachee at work. For example, it could be that he is recently promoted and finds gaining acceptance in his team a challenge.<\/p>\n\n\n\n
The question is whether all such work situations are amenable for coaching - whether you are the manager of the coachee or an external coach. If you follow the \u201ctheory\u201d (that is Whitmore), a coaching style can become the default management style of the entire organization for all occasions.<\/p>\n\n\n\n
In other words, all manager-reportee interactions can naturally follow the coaching style \u2013 the manager following the sequence of helping his reportee to identify the goal he is seeking to achieve, assess the current state of affairs, consider the available options to achieve the goal and making the commitment-making to make it happen.<\/p>\n\n\n\n
That is all very well, but what if you are a commando fighting a guerrilla war in a jungle and see a metal tube from the foliage pointing at you. Your commander (\u201cmanager\u201d) is not going to coach you through the situation, is he?<\/p>\n\n\n\n
There are also other equivalent (but less extreme) situations at work when time is of essence and all that the coachee needs is information or simple direction (like for example, how to balance staff loading in a project schedule).<\/p>\n\n\n\n
So, my interpretation of theory is that there is better pay-off of coaching in some situations than others. However, there are many, many work situations wherein the quality of work<\/b> or results<\/b> is very important, the learning<\/b> for the coachee very important and it is not an emergency<\/b>. Coaching is very relevant in those cases.<\/p>\n\n\n\n
Circle #2: Are people always receptive to coaching?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The next circle of influence is relating to how receptive people are to coaching even if their work situation was amenable for it.<\/p>\n\n\n\n
Are they motivated enough to become more aware<\/b> and take responsibility<\/b> by themselves and not just because their employer has enrolled them in a training & coaching program?<\/p>\n\n\n\n
Maslow\u2019s theory is that motivation is linked to the stage an individual is at in a hierarchy of needs (see diagram below from Whitmore\u2019s Coaching for Performance). Note that Whitmore has split Maslow\u2019s Esteem stage into two \u2013 Esteem from others and Self-esteem.<\/p>\n\n\n\n
At the stage of Esteem from others, one is looking \u201cexternal\u201d recognition and prestige as motivators. At the stage of Self-esteem, external motivators tend to become less important. More important is the need to make a difference and being empowered to do so enhancing self-esteem. This self-esteem stage is where coaching makes the biggest impact for personal growth.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
Source: Coaching for Performance by John Whitmore<\/i><\/p>\n\n\n\n
There are a few more \u201ccircles\u201d to cover which we will in Part II of the article.<\/p>\n\n\n\n
Till then...<\/p>\n","post_title":"Journey of a coach - theory & practice (Part I)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-i","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:34","post_modified_gmt":"2024-01-29 10:55:34","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1521,"post_author":"26","post_date":"2014-10-30 10:57:02","post_date_gmt":"2014-10-30 05:27:02","post_content":"\n
$\"Network_whenhow2\"$ <\/a><\/figure>\n\n\n\n
One is never without a network and if you are reading this - it may be more to know how to grow it and\/or to overcome obstacles, often due to one's level comfort with so called \"networking\".<\/p>\n\n\n\n
If you look at how you:<\/p>\n\n\n\n
\n
got the opportunity to work in your current position<\/li>\n\n\n\n
got into your college\/school<\/li>\n\n\n\n
got your house on rent or bought your apartment<\/li>\n<\/ul>\n\n\n\n
you will see that a network - formal, informal or virtual (internet based) was at play.<\/p>\n\n\n\n
I will focus on growing your professional network and a few simple steps for it and not delve into specifics of social media, as all of you would be familiar with it.<\/p>\n\n\n\n
First, start with your existing network - which will be your current and past colleagues, your college and school alumni, friends and family. See that you stay in touch with them, by meeting them up or electronically, if you are not in touch start right away. Sending greetings for important occasions, festivals and events is a good way to start. Make it a point to call a few of them over the commute\/ weekends and work on the complete list slowly and steadily, start at top the list again once you complete it.<\/p>\n\n\n\n
What if you need to ask for a reference or a favor from a person with whom you are not in regular touch. The best way to is to be honest, there is no point in coming up with a phony reason to get in touch with them and ask for what you want. Your honesty will be appreciated, after that do thank them and make an effort to stay in touch with them. See that your nurture this set of contacts where you have already made a start.<\/p>\n\n\n\n
Once, when I was looking out for a job using my network, I made it a point to call and thank all those who forwarded my resume to their contacts and I sent a book as a gift to thank all those contacts whose help took me to the interview stage. I did it without any motive and what amazed me was the warmth from these contacts in all my future interactions.<\/p>\n\n\n\n
Second area to focus on are the professional events - there will be events where your technical or managerial domain will be the focus. You may be sponsored\/encouraged by your organizations to attend them, do not let is pass citing an excuse of being busy. Do make time to attend a few of them. If you find that you do not have this opportunity then see that you find such events and enroll yourself.<\/p>\n\n\n\n
In my experience these events certainly help you make a few contacts, you will always find a few persons whom you will find interesting and knowledgeable and connect effortlessly. The key is to nurture this - see that you follow-up with a mail and\/or a call.<\/p>\n\n\n\n
If you are the type who feels inhibited to make an opening, then do not worry. I was advised by one of my mentors to just listen and not worry about talking and enjoy being there. If you listen and observe intently you will find yourself talking soon. Your focus on the interactions and not on your perceived ability, does the trick. Try it a couple of times and see for yourself.<\/p>\n\n\n\n
Lastly, for anything to succeed one has to have the desire, then comes the effort and discipline for achieving it. A small progress or a step with positive result, is the best encouragement for you to strive towards your goals. Do ponder on your actions and results to stay focused on continuing to do this.<\/p>\n\n\n\n
One related question I hear from many of my coachees is \"visibility\" within the organization. More on that in a later post.<\/p>\n","post_title":"Networking - when and how to begin?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"networking-when-and-how-to-begin","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:58","post_modified_gmt":"2024-01-29 14:50:58","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1521","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1517,"post_author":"30","post_date":"2014-10-29 09:30:26","post_date_gmt":"2014-10-29 04:00:26","post_content":"\n
$\"sell-it\"$ <\/a><\/figure>\n\n\n\n
As a child, I used to come up with various ideas for almost anything, and ask for Rs. 1000\/- per idea. Being a child, nobody would want to pay money, that too a thousand Rupees \u2013 but, I would get something else as an appreciation for my efforts. A toffee, a cone ice cream etc.<\/p>\n\n\n\n
Further on, when I used to be active in small groups, selling was more of ideas and to get the team to converge on something, that the group can take as an action.<\/p>\n\n\n\n
As a team leader, I needed to sell the vision of the project to the team, to get everybody\u2019s buy in.<\/p>\n\n\n\n
More recently, I have been in contact with many aspiring and active entrepreneurs. Selling is something that they do with every breath.<\/p>\n\n\n\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 10 of 12 Previous 1 … 9 10 11 12 Next

\n
Hence asking questions contributes to the reportee\u2019s overall development and ability to deal with situations with minimal oversight. Equally important, it enables greater responsibility on the part of the reportee so that the implementation aspects of his suggestions are fully owned by him.<\/p>\n\n\n\n
Through this, the manager\u2019s time is also freed up from routine oversight functions to take up important but not urgent tasks.<\/p>\n\n\n\n
In a highly dynamic world, the approach of \u201casking questions\u201d is not just \u201ca nice to have\u201d but an imperative to empower people and ensure that the organization as a whole responds fast to changes in the environment.<\/p>\n\n\n\n
\u201cAsking questions\u201d is an essential part of the tool set of a coach who may be the line manager himself. You consciously adopt the approach for improving the \u201cawareness\u201d of the coachee and therefore, open his mind to his perceptions & other possibilities and take \u201cresponsibility\u201d for the options for actions that he chooses.<\/p>\n\n\n\n
Finally, adopting the approach of \u201casking questions\u201d needs a complementing skill which is ACTIVE listening. A coach cannot sustain a session of asking questions without actually listening well, understanding and re-phrasing of what the coachee says.<\/p>\n\n\n\n
As with most things in life, practice makes perfect \u2013 it takes time and experience to hone the approach of asking questions and the skill of active listening. But they can indeed be developed for individual and organizational benefit. The time to start is NOW!<\/p>\n","post_title":"Questioning and Asking Questions - what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"questioning-and-asking-questions-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:02","post_modified_gmt":"2024-01-29 10:55:02","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1514","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1448,"post_author":"31","post_date":"2014-11-02 06:59:09","post_date_gmt":"2014-11-02 01:29:09","post_content":"\n
This article is part of the series on \u201cJourney of a coach\u201d covering my experiences as a performance coach. You may have the read an earlier article in the series on \u201cJourney of a coach \u2013 the beginning\u201d<\/a>. The journey continues here...<\/p>\n\n\n\n
Yogi Berra, New York Yankees baseball player (arguably the best catcher of all time) said, \u201cIn theory, there is no difference between theory & practice. But in practice, there is!\u201d So, this article is about the theory & practice of coaching for performance \u2013 not baseball players but people managing software projects.<\/p>\n\n\n\n
In my context, the \u201ctheory\u201d was mostly \u201cCoaching for Performance\u201d by John Whitmore (by the way, there is another article of mine on Whitmore<\/a> if you are interested). The \u201cpractice\u201d was, of course, my actual experiences over the years.<\/p>\n\n\n\n
A caveat \u2013 I am not here to debunk theory and hail practice - as a cardiac surgeon might! I have a great deal of respect for Whitmore\u2019s book on Coaching for Performance. The book provided a solid reference and a practical guide for my work as a coach all these years.<\/p>\n\n\n\n
However, I do have my own \u201cinterpretations\u201d and \u201cextensions\u201d of the theory in actual practice which I wish to share. I will use the diagram below which shows the context for coaching.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
You can see the \u201ccircles of influence\u201d around the coachee which would have a bearing on coaching and its effectiveness. We will cover each of these circles with examples. Note that the coach\u2019s experience, beliefs and perceptions are also significant in the context in addition to his skills for coaching.<\/p>\n\n\n\n
Circle #1: Are all situations \u201ccoaching situations\u201d?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The first circle of influence is the coaching situation faced by the coachee at work. For example, it could be that he is recently promoted and finds gaining acceptance in his team a challenge.<\/p>\n\n\n\n
The question is whether all such work situations are amenable for coaching - whether you are the manager of the coachee or an external coach. If you follow the \u201ctheory\u201d (that is Whitmore), a coaching style can become the default management style of the entire organization for all occasions.<\/p>\n\n\n\n
In other words, all manager-reportee interactions can naturally follow the coaching style \u2013 the manager following the sequence of helping his reportee to identify the goal he is seeking to achieve, assess the current state of affairs, consider the available options to achieve the goal and making the commitment-making to make it happen.<\/p>\n\n\n\n
That is all very well, but what if you are a commando fighting a guerrilla war in a jungle and see a metal tube from the foliage pointing at you. Your commander (\u201cmanager\u201d) is not going to coach you through the situation, is he?<\/p>\n\n\n\n
There are also other equivalent (but less extreme) situations at work when time is of essence and all that the coachee needs is information or simple direction (like for example, how to balance staff loading in a project schedule).<\/p>\n\n\n\n
So, my interpretation of theory is that there is better pay-off of coaching in some situations than others. However, there are many, many work situations wherein the quality of work<\/b> or results<\/b> is very important, the learning<\/b> for the coachee very important and it is not an emergency<\/b>. Coaching is very relevant in those cases.<\/p>\n\n\n\n
Circle #2: Are people always receptive to coaching?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The next circle of influence is relating to how receptive people are to coaching even if their work situation was amenable for it.<\/p>\n\n\n\n
Are they motivated enough to become more aware<\/b> and take responsibility<\/b> by themselves and not just because their employer has enrolled them in a training & coaching program?<\/p>\n\n\n\n
Maslow\u2019s theory is that motivation is linked to the stage an individual is at in a hierarchy of needs (see diagram below from Whitmore\u2019s Coaching for Performance). Note that Whitmore has split Maslow\u2019s Esteem stage into two \u2013 Esteem from others and Self-esteem.<\/p>\n\n\n\n
At the stage of Esteem from others, one is looking \u201cexternal\u201d recognition and prestige as motivators. At the stage of Self-esteem, external motivators tend to become less important. More important is the need to make a difference and being empowered to do so enhancing self-esteem. This self-esteem stage is where coaching makes the biggest impact for personal growth.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
Source: Coaching for Performance by John Whitmore<\/i><\/p>\n\n\n\n
There are a few more \u201ccircles\u201d to cover which we will in Part II of the article.<\/p>\n\n\n\n
Till then...<\/p>\n","post_title":"Journey of a coach - theory & practice (Part I)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-i","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:34","post_modified_gmt":"2024-01-29 10:55:34","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1521,"post_author":"26","post_date":"2014-10-30 10:57:02","post_date_gmt":"2014-10-30 05:27:02","post_content":"\n
$\"Network_whenhow2\"$ <\/a><\/figure>\n\n\n\n
One is never without a network and if you are reading this - it may be more to know how to grow it and\/or to overcome obstacles, often due to one's level comfort with so called \"networking\".<\/p>\n\n\n\n
If you look at how you:<\/p>\n\n\n\n
\n
got the opportunity to work in your current position<\/li>\n\n\n\n
got into your college\/school<\/li>\n\n\n\n
got your house on rent or bought your apartment<\/li>\n<\/ul>\n\n\n\n
you will see that a network - formal, informal or virtual (internet based) was at play.<\/p>\n\n\n\n
I will focus on growing your professional network and a few simple steps for it and not delve into specifics of social media, as all of you would be familiar with it.<\/p>\n\n\n\n
First, start with your existing network - which will be your current and past colleagues, your college and school alumni, friends and family. See that you stay in touch with them, by meeting them up or electronically, if you are not in touch start right away. Sending greetings for important occasions, festivals and events is a good way to start. Make it a point to call a few of them over the commute\/ weekends and work on the complete list slowly and steadily, start at top the list again once you complete it.<\/p>\n\n\n\n
What if you need to ask for a reference or a favor from a person with whom you are not in regular touch. The best way to is to be honest, there is no point in coming up with a phony reason to get in touch with them and ask for what you want. Your honesty will be appreciated, after that do thank them and make an effort to stay in touch with them. See that your nurture this set of contacts where you have already made a start.<\/p>\n\n\n\n
Once, when I was looking out for a job using my network, I made it a point to call and thank all those who forwarded my resume to their contacts and I sent a book as a gift to thank all those contacts whose help took me to the interview stage. I did it without any motive and what amazed me was the warmth from these contacts in all my future interactions.<\/p>\n\n\n\n
Second area to focus on are the professional events - there will be events where your technical or managerial domain will be the focus. You may be sponsored\/encouraged by your organizations to attend them, do not let is pass citing an excuse of being busy. Do make time to attend a few of them. If you find that you do not have this opportunity then see that you find such events and enroll yourself.<\/p>\n\n\n\n
In my experience these events certainly help you make a few contacts, you will always find a few persons whom you will find interesting and knowledgeable and connect effortlessly. The key is to nurture this - see that you follow-up with a mail and\/or a call.<\/p>\n\n\n\n
If you are the type who feels inhibited to make an opening, then do not worry. I was advised by one of my mentors to just listen and not worry about talking and enjoy being there. If you listen and observe intently you will find yourself talking soon. Your focus on the interactions and not on your perceived ability, does the trick. Try it a couple of times and see for yourself.<\/p>\n\n\n\n
Lastly, for anything to succeed one has to have the desire, then comes the effort and discipline for achieving it. A small progress or a step with positive result, is the best encouragement for you to strive towards your goals. Do ponder on your actions and results to stay focused on continuing to do this.<\/p>\n\n\n\n
One related question I hear from many of my coachees is \"visibility\" within the organization. More on that in a later post.<\/p>\n","post_title":"Networking - when and how to begin?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"networking-when-and-how-to-begin","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:58","post_modified_gmt":"2024-01-29 14:50:58","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1521","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1517,"post_author":"30","post_date":"2014-10-29 09:30:26","post_date_gmt":"2014-10-29 04:00:26","post_content":"\n
$\"sell-it\"$ <\/a><\/figure>\n\n\n\n
As a child, I used to come up with various ideas for almost anything, and ask for Rs. 1000\/- per idea. Being a child, nobody would want to pay money, that too a thousand Rupees \u2013 but, I would get something else as an appreciation for my efforts. A toffee, a cone ice cream etc.<\/p>\n\n\n\n
Further on, when I used to be active in small groups, selling was more of ideas and to get the team to converge on something, that the group can take as an action.<\/p>\n\n\n\n
As a team leader, I needed to sell the vision of the project to the team, to get everybody\u2019s buy in.<\/p>\n\n\n\n
More recently, I have been in contact with many aspiring and active entrepreneurs. Selling is something that they do with every breath.<\/p>\n\n\n\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 10 of 12 Previous 1 … 9 10 11 12 Next

\n
The manager can use questions to expand the reportee\u2019s thinking and make him aware of aspects he may not have thought of (instead of just instructing him what to do).<\/p>\n\n\n\n
Hence asking questions contributes to the reportee\u2019s overall development and ability to deal with situations with minimal oversight. Equally important, it enables greater responsibility on the part of the reportee so that the implementation aspects of his suggestions are fully owned by him.<\/p>\n\n\n\n
Through this, the manager\u2019s time is also freed up from routine oversight functions to take up important but not urgent tasks.<\/p>\n\n\n\n
In a highly dynamic world, the approach of \u201casking questions\u201d is not just \u201ca nice to have\u201d but an imperative to empower people and ensure that the organization as a whole responds fast to changes in the environment.<\/p>\n\n\n\n
\u201cAsking questions\u201d is an essential part of the tool set of a coach who may be the line manager himself. You consciously adopt the approach for improving the \u201cawareness\u201d of the coachee and therefore, open his mind to his perceptions & other possibilities and take \u201cresponsibility\u201d for the options for actions that he chooses.<\/p>\n\n\n\n
Finally, adopting the approach of \u201casking questions\u201d needs a complementing skill which is ACTIVE listening. A coach cannot sustain a session of asking questions without actually listening well, understanding and re-phrasing of what the coachee says.<\/p>\n\n\n\n
As with most things in life, practice makes perfect \u2013 it takes time and experience to hone the approach of asking questions and the skill of active listening. But they can indeed be developed for individual and organizational benefit. The time to start is NOW!<\/p>\n","post_title":"Questioning and Asking Questions - what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"questioning-and-asking-questions-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:02","post_modified_gmt":"2024-01-29 10:55:02","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1514","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1448,"post_author":"31","post_date":"2014-11-02 06:59:09","post_date_gmt":"2014-11-02 01:29:09","post_content":"\n
This article is part of the series on \u201cJourney of a coach\u201d covering my experiences as a performance coach. You may have the read an earlier article in the series on \u201cJourney of a coach \u2013 the beginning\u201d<\/a>. The journey continues here...<\/p>\n\n\n\n
Yogi Berra, New York Yankees baseball player (arguably the best catcher of all time) said, \u201cIn theory, there is no difference between theory & practice. But in practice, there is!\u201d So, this article is about the theory & practice of coaching for performance \u2013 not baseball players but people managing software projects.<\/p>\n\n\n\n
In my context, the \u201ctheory\u201d was mostly \u201cCoaching for Performance\u201d by John Whitmore (by the way, there is another article of mine on Whitmore<\/a> if you are interested). The \u201cpractice\u201d was, of course, my actual experiences over the years.<\/p>\n\n\n\n
A caveat \u2013 I am not here to debunk theory and hail practice - as a cardiac surgeon might! I have a great deal of respect for Whitmore\u2019s book on Coaching for Performance. The book provided a solid reference and a practical guide for my work as a coach all these years.<\/p>\n\n\n\n
However, I do have my own \u201cinterpretations\u201d and \u201cextensions\u201d of the theory in actual practice which I wish to share. I will use the diagram below which shows the context for coaching.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
You can see the \u201ccircles of influence\u201d around the coachee which would have a bearing on coaching and its effectiveness. We will cover each of these circles with examples. Note that the coach\u2019s experience, beliefs and perceptions are also significant in the context in addition to his skills for coaching.<\/p>\n\n\n\n
Circle #1: Are all situations \u201ccoaching situations\u201d?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The first circle of influence is the coaching situation faced by the coachee at work. For example, it could be that he is recently promoted and finds gaining acceptance in his team a challenge.<\/p>\n\n\n\n
The question is whether all such work situations are amenable for coaching - whether you are the manager of the coachee or an external coach. If you follow the \u201ctheory\u201d (that is Whitmore), a coaching style can become the default management style of the entire organization for all occasions.<\/p>\n\n\n\n
In other words, all manager-reportee interactions can naturally follow the coaching style \u2013 the manager following the sequence of helping his reportee to identify the goal he is seeking to achieve, assess the current state of affairs, consider the available options to achieve the goal and making the commitment-making to make it happen.<\/p>\n\n\n\n
That is all very well, but what if you are a commando fighting a guerrilla war in a jungle and see a metal tube from the foliage pointing at you. Your commander (\u201cmanager\u201d) is not going to coach you through the situation, is he?<\/p>\n\n\n\n
There are also other equivalent (but less extreme) situations at work when time is of essence and all that the coachee needs is information or simple direction (like for example, how to balance staff loading in a project schedule).<\/p>\n\n\n\n
So, my interpretation of theory is that there is better pay-off of coaching in some situations than others. However, there are many, many work situations wherein the quality of work<\/b> or results<\/b> is very important, the learning<\/b> for the coachee very important and it is not an emergency<\/b>. Coaching is very relevant in those cases.<\/p>\n\n\n\n
Circle #2: Are people always receptive to coaching?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The next circle of influence is relating to how receptive people are to coaching even if their work situation was amenable for it.<\/p>\n\n\n\n
Are they motivated enough to become more aware<\/b> and take responsibility<\/b> by themselves and not just because their employer has enrolled them in a training & coaching program?<\/p>\n\n\n\n
Maslow\u2019s theory is that motivation is linked to the stage an individual is at in a hierarchy of needs (see diagram below from Whitmore\u2019s Coaching for Performance). Note that Whitmore has split Maslow\u2019s Esteem stage into two \u2013 Esteem from others and Self-esteem.<\/p>\n\n\n\n
At the stage of Esteem from others, one is looking \u201cexternal\u201d recognition and prestige as motivators. At the stage of Self-esteem, external motivators tend to become less important. More important is the need to make a difference and being empowered to do so enhancing self-esteem. This self-esteem stage is where coaching makes the biggest impact for personal growth.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
Source: Coaching for Performance by John Whitmore<\/i><\/p>\n\n\n\n
There are a few more \u201ccircles\u201d to cover which we will in Part II of the article.<\/p>\n\n\n\n
Till then...<\/p>\n","post_title":"Journey of a coach - theory & practice (Part I)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-i","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:34","post_modified_gmt":"2024-01-29 10:55:34","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1521,"post_author":"26","post_date":"2014-10-30 10:57:02","post_date_gmt":"2014-10-30 05:27:02","post_content":"\n
$\"Network_whenhow2\"$ <\/a><\/figure>\n\n\n\n
One is never without a network and if you are reading this - it may be more to know how to grow it and\/or to overcome obstacles, often due to one's level comfort with so called \"networking\".<\/p>\n\n\n\n
If you look at how you:<\/p>\n\n\n\n
\n
got the opportunity to work in your current position<\/li>\n\n\n\n
got into your college\/school<\/li>\n\n\n\n
got your house on rent or bought your apartment<\/li>\n<\/ul>\n\n\n\n
you will see that a network - formal, informal or virtual (internet based) was at play.<\/p>\n\n\n\n
I will focus on growing your professional network and a few simple steps for it and not delve into specifics of social media, as all of you would be familiar with it.<\/p>\n\n\n\n
First, start with your existing network - which will be your current and past colleagues, your college and school alumni, friends and family. See that you stay in touch with them, by meeting them up or electronically, if you are not in touch start right away. Sending greetings for important occasions, festivals and events is a good way to start. Make it a point to call a few of them over the commute\/ weekends and work on the complete list slowly and steadily, start at top the list again once you complete it.<\/p>\n\n\n\n
What if you need to ask for a reference or a favor from a person with whom you are not in regular touch. The best way to is to be honest, there is no point in coming up with a phony reason to get in touch with them and ask for what you want. Your honesty will be appreciated, after that do thank them and make an effort to stay in touch with them. See that your nurture this set of contacts where you have already made a start.<\/p>\n\n\n\n
Once, when I was looking out for a job using my network, I made it a point to call and thank all those who forwarded my resume to their contacts and I sent a book as a gift to thank all those contacts whose help took me to the interview stage. I did it without any motive and what amazed me was the warmth from these contacts in all my future interactions.<\/p>\n\n\n\n
Second area to focus on are the professional events - there will be events where your technical or managerial domain will be the focus. You may be sponsored\/encouraged by your organizations to attend them, do not let is pass citing an excuse of being busy. Do make time to attend a few of them. If you find that you do not have this opportunity then see that you find such events and enroll yourself.<\/p>\n\n\n\n
In my experience these events certainly help you make a few contacts, you will always find a few persons whom you will find interesting and knowledgeable and connect effortlessly. The key is to nurture this - see that you follow-up with a mail and\/or a call.<\/p>\n\n\n\n
If you are the type who feels inhibited to make an opening, then do not worry. I was advised by one of my mentors to just listen and not worry about talking and enjoy being there. If you listen and observe intently you will find yourself talking soon. Your focus on the interactions and not on your perceived ability, does the trick. Try it a couple of times and see for yourself.<\/p>\n\n\n\n
Lastly, for anything to succeed one has to have the desire, then comes the effort and discipline for achieving it. A small progress or a step with positive result, is the best encouragement for you to strive towards your goals. Do ponder on your actions and results to stay focused on continuing to do this.<\/p>\n\n\n\n
One related question I hear from many of my coachees is \"visibility\" within the organization. More on that in a later post.<\/p>\n","post_title":"Networking - when and how to begin?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"networking-when-and-how-to-begin","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:58","post_modified_gmt":"2024-01-29 14:50:58","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1521","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1517,"post_author":"30","post_date":"2014-10-29 09:30:26","post_date_gmt":"2014-10-29 04:00:26","post_content":"\n
$\"sell-it\"$ <\/a><\/figure>\n\n\n\n
As a child, I used to come up with various ideas for almost anything, and ask for Rs. 1000\/- per idea. Being a child, nobody would want to pay money, that too a thousand Rupees \u2013 but, I would get something else as an appreciation for my efforts. A toffee, a cone ice cream etc.<\/p>\n\n\n\n
Further on, when I used to be active in small groups, selling was more of ideas and to get the team to converge on something, that the group can take as an action.<\/p>\n\n\n\n
As a team leader, I needed to sell the vision of the project to the team, to get everybody\u2019s buy in.<\/p>\n\n\n\n
More recently, I have been in contact with many aspiring and active entrepreneurs. Selling is something that they do with every breath.<\/p>\n\n\n\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 10 of 12 Previous 1 … 9 10 11 12 Next

\n
In the work context, a manager who adopts an approach of \u201casking questions\u201d enables an environment where his reportees apply their mind to the situation at hand and exercise their best judgment on the right course of action.<\/p>\n\n\n\n
The manager can use questions to expand the reportee\u2019s thinking and make him aware of aspects he may not have thought of (instead of just instructing him what to do).<\/p>\n\n\n\n
Hence asking questions contributes to the reportee\u2019s overall development and ability to deal with situations with minimal oversight. Equally important, it enables greater responsibility on the part of the reportee so that the implementation aspects of his suggestions are fully owned by him.<\/p>\n\n\n\n
Through this, the manager\u2019s time is also freed up from routine oversight functions to take up important but not urgent tasks.<\/p>\n\n\n\n
In a highly dynamic world, the approach of \u201casking questions\u201d is not just \u201ca nice to have\u201d but an imperative to empower people and ensure that the organization as a whole responds fast to changes in the environment.<\/p>\n\n\n\n
\u201cAsking questions\u201d is an essential part of the tool set of a coach who may be the line manager himself. You consciously adopt the approach for improving the \u201cawareness\u201d of the coachee and therefore, open his mind to his perceptions & other possibilities and take \u201cresponsibility\u201d for the options for actions that he chooses.<\/p>\n\n\n\n
Finally, adopting the approach of \u201casking questions\u201d needs a complementing skill which is ACTIVE listening. A coach cannot sustain a session of asking questions without actually listening well, understanding and re-phrasing of what the coachee says.<\/p>\n\n\n\n
As with most things in life, practice makes perfect \u2013 it takes time and experience to hone the approach of asking questions and the skill of active listening. But they can indeed be developed for individual and organizational benefit. The time to start is NOW!<\/p>\n","post_title":"Questioning and Asking Questions - what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"questioning-and-asking-questions-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:02","post_modified_gmt":"2024-01-29 10:55:02","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1514","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1448,"post_author":"31","post_date":"2014-11-02 06:59:09","post_date_gmt":"2014-11-02 01:29:09","post_content":"\n
This article is part of the series on \u201cJourney of a coach\u201d covering my experiences as a performance coach. You may have the read an earlier article in the series on \u201cJourney of a coach \u2013 the beginning\u201d<\/a>. The journey continues here...<\/p>\n\n\n\n
Yogi Berra, New York Yankees baseball player (arguably the best catcher of all time) said, \u201cIn theory, there is no difference between theory & practice. But in practice, there is!\u201d So, this article is about the theory & practice of coaching for performance \u2013 not baseball players but people managing software projects.<\/p>\n\n\n\n
In my context, the \u201ctheory\u201d was mostly \u201cCoaching for Performance\u201d by John Whitmore (by the way, there is another article of mine on Whitmore<\/a> if you are interested). The \u201cpractice\u201d was, of course, my actual experiences over the years.<\/p>\n\n\n\n
A caveat \u2013 I am not here to debunk theory and hail practice - as a cardiac surgeon might! I have a great deal of respect for Whitmore\u2019s book on Coaching for Performance. The book provided a solid reference and a practical guide for my work as a coach all these years.<\/p>\n\n\n\n
However, I do have my own \u201cinterpretations\u201d and \u201cextensions\u201d of the theory in actual practice which I wish to share. I will use the diagram below which shows the context for coaching.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
You can see the \u201ccircles of influence\u201d around the coachee which would have a bearing on coaching and its effectiveness. We will cover each of these circles with examples. Note that the coach\u2019s experience, beliefs and perceptions are also significant in the context in addition to his skills for coaching.<\/p>\n\n\n\n
Circle #1: Are all situations \u201ccoaching situations\u201d?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The first circle of influence is the coaching situation faced by the coachee at work. For example, it could be that he is recently promoted and finds gaining acceptance in his team a challenge.<\/p>\n\n\n\n
The question is whether all such work situations are amenable for coaching - whether you are the manager of the coachee or an external coach. If you follow the \u201ctheory\u201d (that is Whitmore), a coaching style can become the default management style of the entire organization for all occasions.<\/p>\n\n\n\n
In other words, all manager-reportee interactions can naturally follow the coaching style \u2013 the manager following the sequence of helping his reportee to identify the goal he is seeking to achieve, assess the current state of affairs, consider the available options to achieve the goal and making the commitment-making to make it happen.<\/p>\n\n\n\n
That is all very well, but what if you are a commando fighting a guerrilla war in a jungle and see a metal tube from the foliage pointing at you. Your commander (\u201cmanager\u201d) is not going to coach you through the situation, is he?<\/p>\n\n\n\n
There are also other equivalent (but less extreme) situations at work when time is of essence and all that the coachee needs is information or simple direction (like for example, how to balance staff loading in a project schedule).<\/p>\n\n\n\n
So, my interpretation of theory is that there is better pay-off of coaching in some situations than others. However, there are many, many work situations wherein the quality of work<\/b> or results<\/b> is very important, the learning<\/b> for the coachee very important and it is not an emergency<\/b>. Coaching is very relevant in those cases.<\/p>\n\n\n\n
Circle #2: Are people always receptive to coaching?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The next circle of influence is relating to how receptive people are to coaching even if their work situation was amenable for it.<\/p>\n\n\n\n
Are they motivated enough to become more aware<\/b> and take responsibility<\/b> by themselves and not just because their employer has enrolled them in a training & coaching program?<\/p>\n\n\n\n
Maslow\u2019s theory is that motivation is linked to the stage an individual is at in a hierarchy of needs (see diagram below from Whitmore\u2019s Coaching for Performance). Note that Whitmore has split Maslow\u2019s Esteem stage into two \u2013 Esteem from others and Self-esteem.<\/p>\n\n\n\n
At the stage of Esteem from others, one is looking \u201cexternal\u201d recognition and prestige as motivators. At the stage of Self-esteem, external motivators tend to become less important. More important is the need to make a difference and being empowered to do so enhancing self-esteem. This self-esteem stage is where coaching makes the biggest impact for personal growth.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
Source: Coaching for Performance by John Whitmore<\/i><\/p>\n\n\n\n
There are a few more \u201ccircles\u201d to cover which we will in Part II of the article.<\/p>\n\n\n\n
Till then...<\/p>\n","post_title":"Journey of a coach - theory & practice (Part I)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-i","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:34","post_modified_gmt":"2024-01-29 10:55:34","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1521,"post_author":"26","post_date":"2014-10-30 10:57:02","post_date_gmt":"2014-10-30 05:27:02","post_content":"\n
$\"Network_whenhow2\"$ <\/a><\/figure>\n\n\n\n
One is never without a network and if you are reading this - it may be more to know how to grow it and\/or to overcome obstacles, often due to one's level comfort with so called \"networking\".<\/p>\n\n\n\n
If you look at how you:<\/p>\n\n\n\n
\n
got the opportunity to work in your current position<\/li>\n\n\n\n
got into your college\/school<\/li>\n\n\n\n
got your house on rent or bought your apartment<\/li>\n<\/ul>\n\n\n\n
you will see that a network - formal, informal or virtual (internet based) was at play.<\/p>\n\n\n\n
I will focus on growing your professional network and a few simple steps for it and not delve into specifics of social media, as all of you would be familiar with it.<\/p>\n\n\n\n
First, start with your existing network - which will be your current and past colleagues, your college and school alumni, friends and family. See that you stay in touch with them, by meeting them up or electronically, if you are not in touch start right away. Sending greetings for important occasions, festivals and events is a good way to start. Make it a point to call a few of them over the commute\/ weekends and work on the complete list slowly and steadily, start at top the list again once you complete it.<\/p>\n\n\n\n
What if you need to ask for a reference or a favor from a person with whom you are not in regular touch. The best way to is to be honest, there is no point in coming up with a phony reason to get in touch with them and ask for what you want. Your honesty will be appreciated, after that do thank them and make an effort to stay in touch with them. See that your nurture this set of contacts where you have already made a start.<\/p>\n\n\n\n
Once, when I was looking out for a job using my network, I made it a point to call and thank all those who forwarded my resume to their contacts and I sent a book as a gift to thank all those contacts whose help took me to the interview stage. I did it without any motive and what amazed me was the warmth from these contacts in all my future interactions.<\/p>\n\n\n\n
Second area to focus on are the professional events - there will be events where your technical or managerial domain will be the focus. You may be sponsored\/encouraged by your organizations to attend them, do not let is pass citing an excuse of being busy. Do make time to attend a few of them. If you find that you do not have this opportunity then see that you find such events and enroll yourself.<\/p>\n\n\n\n
In my experience these events certainly help you make a few contacts, you will always find a few persons whom you will find interesting and knowledgeable and connect effortlessly. The key is to nurture this - see that you follow-up with a mail and\/or a call.<\/p>\n\n\n\n
If you are the type who feels inhibited to make an opening, then do not worry. I was advised by one of my mentors to just listen and not worry about talking and enjoy being there. If you listen and observe intently you will find yourself talking soon. Your focus on the interactions and not on your perceived ability, does the trick. Try it a couple of times and see for yourself.<\/p>\n\n\n\n
Lastly, for anything to succeed one has to have the desire, then comes the effort and discipline for achieving it. A small progress or a step with positive result, is the best encouragement for you to strive towards your goals. Do ponder on your actions and results to stay focused on continuing to do this.<\/p>\n\n\n\n
One related question I hear from many of my coachees is \"visibility\" within the organization. More on that in a later post.<\/p>\n","post_title":"Networking - when and how to begin?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"networking-when-and-how-to-begin","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:58","post_modified_gmt":"2024-01-29 14:50:58","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1521","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1517,"post_author":"30","post_date":"2014-10-29 09:30:26","post_date_gmt":"2014-10-29 04:00:26","post_content":"\n
$\"sell-it\"$ <\/a><\/figure>\n\n\n\n
As a child, I used to come up with various ideas for almost anything, and ask for Rs. 1000\/- per idea. Being a child, nobody would want to pay money, that too a thousand Rupees \u2013 but, I would get something else as an appreciation for my efforts. A toffee, a cone ice cream etc.<\/p>\n\n\n\n
Further on, when I used to be active in small groups, selling was more of ideas and to get the team to converge on something, that the group can take as an action.<\/p>\n\n\n\n
As a team leader, I needed to sell the vision of the project to the team, to get everybody\u2019s buy in.<\/p>\n\n\n\n
More recently, I have been in contact with many aspiring and active entrepreneurs. Selling is something that they do with every breath.<\/p>\n\n\n\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 10 of 12 Previous 1 … 9 10 11 12 Next

\n
$\"image\"$ <\/figure>\n\n\n\n
In the work context, a manager who adopts an approach of \u201casking questions\u201d enables an environment where his reportees apply their mind to the situation at hand and exercise their best judgment on the right course of action.<\/p>\n\n\n\n
The manager can use questions to expand the reportee\u2019s thinking and make him aware of aspects he may not have thought of (instead of just instructing him what to do).<\/p>\n\n\n\n
Hence asking questions contributes to the reportee\u2019s overall development and ability to deal with situations with minimal oversight. Equally important, it enables greater responsibility on the part of the reportee so that the implementation aspects of his suggestions are fully owned by him.<\/p>\n\n\n\n
Through this, the manager\u2019s time is also freed up from routine oversight functions to take up important but not urgent tasks.<\/p>\n\n\n\n
In a highly dynamic world, the approach of \u201casking questions\u201d is not just \u201ca nice to have\u201d but an imperative to empower people and ensure that the organization as a whole responds fast to changes in the environment.<\/p>\n\n\n\n
\u201cAsking questions\u201d is an essential part of the tool set of a coach who may be the line manager himself. You consciously adopt the approach for improving the \u201cawareness\u201d of the coachee and therefore, open his mind to his perceptions & other possibilities and take \u201cresponsibility\u201d for the options for actions that he chooses.<\/p>\n\n\n\n
Finally, adopting the approach of \u201casking questions\u201d needs a complementing skill which is ACTIVE listening. A coach cannot sustain a session of asking questions without actually listening well, understanding and re-phrasing of what the coachee says.<\/p>\n\n\n\n
As with most things in life, practice makes perfect \u2013 it takes time and experience to hone the approach of asking questions and the skill of active listening. But they can indeed be developed for individual and organizational benefit. The time to start is NOW!<\/p>\n","post_title":"Questioning and Asking Questions - what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"questioning-and-asking-questions-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:02","post_modified_gmt":"2024-01-29 10:55:02","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1514","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1448,"post_author":"31","post_date":"2014-11-02 06:59:09","post_date_gmt":"2014-11-02 01:29:09","post_content":"\n
This article is part of the series on \u201cJourney of a coach\u201d covering my experiences as a performance coach. You may have the read an earlier article in the series on \u201cJourney of a coach \u2013 the beginning\u201d<\/a>. The journey continues here...<\/p>\n\n\n\n
Yogi Berra, New York Yankees baseball player (arguably the best catcher of all time) said, \u201cIn theory, there is no difference between theory & practice. But in practice, there is!\u201d So, this article is about the theory & practice of coaching for performance \u2013 not baseball players but people managing software projects.<\/p>\n\n\n\n
In my context, the \u201ctheory\u201d was mostly \u201cCoaching for Performance\u201d by John Whitmore (by the way, there is another article of mine on Whitmore<\/a> if you are interested). The \u201cpractice\u201d was, of course, my actual experiences over the years.<\/p>\n\n\n\n
A caveat \u2013 I am not here to debunk theory and hail practice - as a cardiac surgeon might! I have a great deal of respect for Whitmore\u2019s book on Coaching for Performance. The book provided a solid reference and a practical guide for my work as a coach all these years.<\/p>\n\n\n\n
However, I do have my own \u201cinterpretations\u201d and \u201cextensions\u201d of the theory in actual practice which I wish to share. I will use the diagram below which shows the context for coaching.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
You can see the \u201ccircles of influence\u201d around the coachee which would have a bearing on coaching and its effectiveness. We will cover each of these circles with examples. Note that the coach\u2019s experience, beliefs and perceptions are also significant in the context in addition to his skills for coaching.<\/p>\n\n\n\n
Circle #1: Are all situations \u201ccoaching situations\u201d?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The first circle of influence is the coaching situation faced by the coachee at work. For example, it could be that he is recently promoted and finds gaining acceptance in his team a challenge.<\/p>\n\n\n\n
The question is whether all such work situations are amenable for coaching - whether you are the manager of the coachee or an external coach. If you follow the \u201ctheory\u201d (that is Whitmore), a coaching style can become the default management style of the entire organization for all occasions.<\/p>\n\n\n\n
In other words, all manager-reportee interactions can naturally follow the coaching style \u2013 the manager following the sequence of helping his reportee to identify the goal he is seeking to achieve, assess the current state of affairs, consider the available options to achieve the goal and making the commitment-making to make it happen.<\/p>\n\n\n\n
That is all very well, but what if you are a commando fighting a guerrilla war in a jungle and see a metal tube from the foliage pointing at you. Your commander (\u201cmanager\u201d) is not going to coach you through the situation, is he?<\/p>\n\n\n\n
There are also other equivalent (but less extreme) situations at work when time is of essence and all that the coachee needs is information or simple direction (like for example, how to balance staff loading in a project schedule).<\/p>\n\n\n\n
So, my interpretation of theory is that there is better pay-off of coaching in some situations than others. However, there are many, many work situations wherein the quality of work<\/b> or results<\/b> is very important, the learning<\/b> for the coachee very important and it is not an emergency<\/b>. Coaching is very relevant in those cases.<\/p>\n\n\n\n
Circle #2: Are people always receptive to coaching?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The next circle of influence is relating to how receptive people are to coaching even if their work situation was amenable for it.<\/p>\n\n\n\n
Are they motivated enough to become more aware<\/b> and take responsibility<\/b> by themselves and not just because their employer has enrolled them in a training & coaching program?<\/p>\n\n\n\n
Maslow\u2019s theory is that motivation is linked to the stage an individual is at in a hierarchy of needs (see diagram below from Whitmore\u2019s Coaching for Performance). Note that Whitmore has split Maslow\u2019s Esteem stage into two \u2013 Esteem from others and Self-esteem.<\/p>\n\n\n\n
At the stage of Esteem from others, one is looking \u201cexternal\u201d recognition and prestige as motivators. At the stage of Self-esteem, external motivators tend to become less important. More important is the need to make a difference and being empowered to do so enhancing self-esteem. This self-esteem stage is where coaching makes the biggest impact for personal growth.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
Source: Coaching for Performance by John Whitmore<\/i><\/p>\n\n\n\n
There are a few more \u201ccircles\u201d to cover which we will in Part II of the article.<\/p>\n\n\n\n
Till then...<\/p>\n","post_title":"Journey of a coach - theory & practice (Part I)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-i","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:34","post_modified_gmt":"2024-01-29 10:55:34","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1521,"post_author":"26","post_date":"2014-10-30 10:57:02","post_date_gmt":"2014-10-30 05:27:02","post_content":"\n
$\"Network_whenhow2\"$ <\/a><\/figure>\n\n\n\n
One is never without a network and if you are reading this - it may be more to know how to grow it and\/or to overcome obstacles, often due to one's level comfort with so called \"networking\".<\/p>\n\n\n\n
If you look at how you:<\/p>\n\n\n\n
\n
got the opportunity to work in your current position<\/li>\n\n\n\n
got into your college\/school<\/li>\n\n\n\n
got your house on rent or bought your apartment<\/li>\n<\/ul>\n\n\n\n
you will see that a network - formal, informal or virtual (internet based) was at play.<\/p>\n\n\n\n
I will focus on growing your professional network and a few simple steps for it and not delve into specifics of social media, as all of you would be familiar with it.<\/p>\n\n\n\n
First, start with your existing network - which will be your current and past colleagues, your college and school alumni, friends and family. See that you stay in touch with them, by meeting them up or electronically, if you are not in touch start right away. Sending greetings for important occasions, festivals and events is a good way to start. Make it a point to call a few of them over the commute\/ weekends and work on the complete list slowly and steadily, start at top the list again once you complete it.<\/p>\n\n\n\n
What if you need to ask for a reference or a favor from a person with whom you are not in regular touch. The best way to is to be honest, there is no point in coming up with a phony reason to get in touch with them and ask for what you want. Your honesty will be appreciated, after that do thank them and make an effort to stay in touch with them. See that your nurture this set of contacts where you have already made a start.<\/p>\n\n\n\n
Once, when I was looking out for a job using my network, I made it a point to call and thank all those who forwarded my resume to their contacts and I sent a book as a gift to thank all those contacts whose help took me to the interview stage. I did it without any motive and what amazed me was the warmth from these contacts in all my future interactions.<\/p>\n\n\n\n
Second area to focus on are the professional events - there will be events where your technical or managerial domain will be the focus. You may be sponsored\/encouraged by your organizations to attend them, do not let is pass citing an excuse of being busy. Do make time to attend a few of them. If you find that you do not have this opportunity then see that you find such events and enroll yourself.<\/p>\n\n\n\n
In my experience these events certainly help you make a few contacts, you will always find a few persons whom you will find interesting and knowledgeable and connect effortlessly. The key is to nurture this - see that you follow-up with a mail and\/or a call.<\/p>\n\n\n\n
If you are the type who feels inhibited to make an opening, then do not worry. I was advised by one of my mentors to just listen and not worry about talking and enjoy being there. If you listen and observe intently you will find yourself talking soon. Your focus on the interactions and not on your perceived ability, does the trick. Try it a couple of times and see for yourself.<\/p>\n\n\n\n
Lastly, for anything to succeed one has to have the desire, then comes the effort and discipline for achieving it. A small progress or a step with positive result, is the best encouragement for you to strive towards your goals. Do ponder on your actions and results to stay focused on continuing to do this.<\/p>\n\n\n\n
One related question I hear from many of my coachees is \"visibility\" within the organization. More on that in a later post.<\/p>\n","post_title":"Networking - when and how to begin?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"networking-when-and-how-to-begin","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:58","post_modified_gmt":"2024-01-29 14:50:58","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1521","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1517,"post_author":"30","post_date":"2014-10-29 09:30:26","post_date_gmt":"2014-10-29 04:00:26","post_content":"\n
$\"sell-it\"$ <\/a><\/figure>\n\n\n\n
As a child, I used to come up with various ideas for almost anything, and ask for Rs. 1000\/- per idea. Being a child, nobody would want to pay money, that too a thousand Rupees \u2013 but, I would get something else as an appreciation for my efforts. A toffee, a cone ice cream etc.<\/p>\n\n\n\n
Further on, when I used to be active in small groups, selling was more of ideas and to get the team to converge on something, that the group can take as an action.<\/p>\n\n\n\n
As a team leader, I needed to sell the vision of the project to the team, to get everybody\u2019s buy in.<\/p>\n\n\n\n
More recently, I have been in contact with many aspiring and active entrepreneurs. Selling is something that they do with every breath.<\/p>\n\n\n\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 10 of 12 Previous 1 … 9 10 11 12 Next

\n
From the above, it follows that there is a big difference between \u201cquestioning\u201d and \u201casking questions\u201d.<\/p>\n\n\n\n
$\"image\"$ <\/figure>\n\n\n\n
In the work context, a manager who adopts an approach of \u201casking questions\u201d enables an environment where his reportees apply their mind to the situation at hand and exercise their best judgment on the right course of action.<\/p>\n\n\n\n
The manager can use questions to expand the reportee\u2019s thinking and make him aware of aspects he may not have thought of (instead of just instructing him what to do).<\/p>\n\n\n\n
Hence asking questions contributes to the reportee\u2019s overall development and ability to deal with situations with minimal oversight. Equally important, it enables greater responsibility on the part of the reportee so that the implementation aspects of his suggestions are fully owned by him.<\/p>\n\n\n\n
Through this, the manager\u2019s time is also freed up from routine oversight functions to take up important but not urgent tasks.<\/p>\n\n\n\n
In a highly dynamic world, the approach of \u201casking questions\u201d is not just \u201ca nice to have\u201d but an imperative to empower people and ensure that the organization as a whole responds fast to changes in the environment.<\/p>\n\n\n\n
\u201cAsking questions\u201d is an essential part of the tool set of a coach who may be the line manager himself. You consciously adopt the approach for improving the \u201cawareness\u201d of the coachee and therefore, open his mind to his perceptions & other possibilities and take \u201cresponsibility\u201d for the options for actions that he chooses.<\/p>\n\n\n\n
Finally, adopting the approach of \u201casking questions\u201d needs a complementing skill which is ACTIVE listening. A coach cannot sustain a session of asking questions without actually listening well, understanding and re-phrasing of what the coachee says.<\/p>\n\n\n\n
As with most things in life, practice makes perfect \u2013 it takes time and experience to hone the approach of asking questions and the skill of active listening. But they can indeed be developed for individual and organizational benefit. The time to start is NOW!<\/p>\n","post_title":"Questioning and Asking Questions - what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"questioning-and-asking-questions-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:02","post_modified_gmt":"2024-01-29 10:55:02","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1514","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1448,"post_author":"31","post_date":"2014-11-02 06:59:09","post_date_gmt":"2014-11-02 01:29:09","post_content":"\n
This article is part of the series on \u201cJourney of a coach\u201d covering my experiences as a performance coach. You may have the read an earlier article in the series on \u201cJourney of a coach \u2013 the beginning\u201d<\/a>. The journey continues here...<\/p>\n\n\n\n
Yogi Berra, New York Yankees baseball player (arguably the best catcher of all time) said, \u201cIn theory, there is no difference between theory & practice. But in practice, there is!\u201d So, this article is about the theory & practice of coaching for performance \u2013 not baseball players but people managing software projects.<\/p>\n\n\n\n
In my context, the \u201ctheory\u201d was mostly \u201cCoaching for Performance\u201d by John Whitmore (by the way, there is another article of mine on Whitmore<\/a> if you are interested). The \u201cpractice\u201d was, of course, my actual experiences over the years.<\/p>\n\n\n\n
A caveat \u2013 I am not here to debunk theory and hail practice - as a cardiac surgeon might! I have a great deal of respect for Whitmore\u2019s book on Coaching for Performance. The book provided a solid reference and a practical guide for my work as a coach all these years.<\/p>\n\n\n\n
However, I do have my own \u201cinterpretations\u201d and \u201cextensions\u201d of the theory in actual practice which I wish to share. I will use the diagram below which shows the context for coaching.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
You can see the \u201ccircles of influence\u201d around the coachee which would have a bearing on coaching and its effectiveness. We will cover each of these circles with examples. Note that the coach\u2019s experience, beliefs and perceptions are also significant in the context in addition to his skills for coaching.<\/p>\n\n\n\n
Circle #1: Are all situations \u201ccoaching situations\u201d?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The first circle of influence is the coaching situation faced by the coachee at work. For example, it could be that he is recently promoted and finds gaining acceptance in his team a challenge.<\/p>\n\n\n\n
The question is whether all such work situations are amenable for coaching - whether you are the manager of the coachee or an external coach. If you follow the \u201ctheory\u201d (that is Whitmore), a coaching style can become the default management style of the entire organization for all occasions.<\/p>\n\n\n\n
In other words, all manager-reportee interactions can naturally follow the coaching style \u2013 the manager following the sequence of helping his reportee to identify the goal he is seeking to achieve, assess the current state of affairs, consider the available options to achieve the goal and making the commitment-making to make it happen.<\/p>\n\n\n\n
That is all very well, but what if you are a commando fighting a guerrilla war in a jungle and see a metal tube from the foliage pointing at you. Your commander (\u201cmanager\u201d) is not going to coach you through the situation, is he?<\/p>\n\n\n\n
There are also other equivalent (but less extreme) situations at work when time is of essence and all that the coachee needs is information or simple direction (like for example, how to balance staff loading in a project schedule).<\/p>\n\n\n\n
So, my interpretation of theory is that there is better pay-off of coaching in some situations than others. However, there are many, many work situations wherein the quality of work<\/b> or results<\/b> is very important, the learning<\/b> for the coachee very important and it is not an emergency<\/b>. Coaching is very relevant in those cases.<\/p>\n\n\n\n
Circle #2: Are people always receptive to coaching?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The next circle of influence is relating to how receptive people are to coaching even if their work situation was amenable for it.<\/p>\n\n\n\n
Are they motivated enough to become more aware<\/b> and take responsibility<\/b> by themselves and not just because their employer has enrolled them in a training & coaching program?<\/p>\n\n\n\n
Maslow\u2019s theory is that motivation is linked to the stage an individual is at in a hierarchy of needs (see diagram below from Whitmore\u2019s Coaching for Performance). Note that Whitmore has split Maslow\u2019s Esteem stage into two \u2013 Esteem from others and Self-esteem.<\/p>\n\n\n\n
At the stage of Esteem from others, one is looking \u201cexternal\u201d recognition and prestige as motivators. At the stage of Self-esteem, external motivators tend to become less important. More important is the need to make a difference and being empowered to do so enhancing self-esteem. This self-esteem stage is where coaching makes the biggest impact for personal growth.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
Source: Coaching for Performance by John Whitmore<\/i><\/p>\n\n\n\n
There are a few more \u201ccircles\u201d to cover which we will in Part II of the article.<\/p>\n\n\n\n
Till then...<\/p>\n","post_title":"Journey of a coach - theory & practice (Part I)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-i","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:34","post_modified_gmt":"2024-01-29 10:55:34","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1521,"post_author":"26","post_date":"2014-10-30 10:57:02","post_date_gmt":"2014-10-30 05:27:02","post_content":"\n
$\"Network_whenhow2\"$ <\/a><\/figure>\n\n\n\n
One is never without a network and if you are reading this - it may be more to know how to grow it and\/or to overcome obstacles, often due to one's level comfort with so called \"networking\".<\/p>\n\n\n\n
If you look at how you:<\/p>\n\n\n\n
\n
got the opportunity to work in your current position<\/li>\n\n\n\n
got into your college\/school<\/li>\n\n\n\n
got your house on rent or bought your apartment<\/li>\n<\/ul>\n\n\n\n
you will see that a network - formal, informal or virtual (internet based) was at play.<\/p>\n\n\n\n
I will focus on growing your professional network and a few simple steps for it and not delve into specifics of social media, as all of you would be familiar with it.<\/p>\n\n\n\n
First, start with your existing network - which will be your current and past colleagues, your college and school alumni, friends and family. See that you stay in touch with them, by meeting them up or electronically, if you are not in touch start right away. Sending greetings for important occasions, festivals and events is a good way to start. Make it a point to call a few of them over the commute\/ weekends and work on the complete list slowly and steadily, start at top the list again once you complete it.<\/p>\n\n\n\n
What if you need to ask for a reference or a favor from a person with whom you are not in regular touch. The best way to is to be honest, there is no point in coming up with a phony reason to get in touch with them and ask for what you want. Your honesty will be appreciated, after that do thank them and make an effort to stay in touch with them. See that your nurture this set of contacts where you have already made a start.<\/p>\n\n\n\n
Once, when I was looking out for a job using my network, I made it a point to call and thank all those who forwarded my resume to their contacts and I sent a book as a gift to thank all those contacts whose help took me to the interview stage. I did it without any motive and what amazed me was the warmth from these contacts in all my future interactions.<\/p>\n\n\n\n
Second area to focus on are the professional events - there will be events where your technical or managerial domain will be the focus. You may be sponsored\/encouraged by your organizations to attend them, do not let is pass citing an excuse of being busy. Do make time to attend a few of them. If you find that you do not have this opportunity then see that you find such events and enroll yourself.<\/p>\n\n\n\n
In my experience these events certainly help you make a few contacts, you will always find a few persons whom you will find interesting and knowledgeable and connect effortlessly. The key is to nurture this - see that you follow-up with a mail and\/or a call.<\/p>\n\n\n\n
If you are the type who feels inhibited to make an opening, then do not worry. I was advised by one of my mentors to just listen and not worry about talking and enjoy being there. If you listen and observe intently you will find yourself talking soon. Your focus on the interactions and not on your perceived ability, does the trick. Try it a couple of times and see for yourself.<\/p>\n\n\n\n
Lastly, for anything to succeed one has to have the desire, then comes the effort and discipline for achieving it. A small progress or a step with positive result, is the best encouragement for you to strive towards your goals. Do ponder on your actions and results to stay focused on continuing to do this.<\/p>\n\n\n\n
One related question I hear from many of my coachees is \"visibility\" within the organization. More on that in a later post.<\/p>\n","post_title":"Networking - when and how to begin?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"networking-when-and-how-to-begin","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:58","post_modified_gmt":"2024-01-29 14:50:58","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1521","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1517,"post_author":"30","post_date":"2014-10-29 09:30:26","post_date_gmt":"2014-10-29 04:00:26","post_content":"\n
$\"sell-it\"$ <\/a><\/figure>\n\n\n\n
As a child, I used to come up with various ideas for almost anything, and ask for Rs. 1000\/- per idea. Being a child, nobody would want to pay money, that too a thousand Rupees \u2013 but, I would get something else as an appreciation for my efforts. A toffee, a cone ice cream etc.<\/p>\n\n\n\n
Further on, when I used to be active in small groups, selling was more of ideas and to get the team to converge on something, that the group can take as an action.<\/p>\n\n\n\n
As a team leader, I needed to sell the vision of the project to the team, to get everybody\u2019s buy in.<\/p>\n\n\n\n
More recently, I have been in contact with many aspiring and active entrepreneurs. Selling is something that they do with every breath.<\/p>\n\n\n\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 10 of 12 Previous 1 … 9 10 11 12 Next

\n
The tone of the former question is judgmental while the same question asked differently demonstrates an openness and a neutral tone. The tone is important because it can either put people off & make them defensive or it can make them relaxed and explain their rationale for an idea or a course of action.<\/p>\n\n\n\n
From the above, it follows that there is a big difference between \u201cquestioning\u201d and \u201casking questions\u201d.<\/p>\n\n\n\n
$\"image\"$ <\/figure>\n\n\n\n
In the work context, a manager who adopts an approach of \u201casking questions\u201d enables an environment where his reportees apply their mind to the situation at hand and exercise their best judgment on the right course of action.<\/p>\n\n\n\n
The manager can use questions to expand the reportee\u2019s thinking and make him aware of aspects he may not have thought of (instead of just instructing him what to do).<\/p>\n\n\n\n
Hence asking questions contributes to the reportee\u2019s overall development and ability to deal with situations with minimal oversight. Equally important, it enables greater responsibility on the part of the reportee so that the implementation aspects of his suggestions are fully owned by him.<\/p>\n\n\n\n
Through this, the manager\u2019s time is also freed up from routine oversight functions to take up important but not urgent tasks.<\/p>\n\n\n\n
In a highly dynamic world, the approach of \u201casking questions\u201d is not just \u201ca nice to have\u201d but an imperative to empower people and ensure that the organization as a whole responds fast to changes in the environment.<\/p>\n\n\n\n
\u201cAsking questions\u201d is an essential part of the tool set of a coach who may be the line manager himself. You consciously adopt the approach for improving the \u201cawareness\u201d of the coachee and therefore, open his mind to his perceptions & other possibilities and take \u201cresponsibility\u201d for the options for actions that he chooses.<\/p>\n\n\n\n
Finally, adopting the approach of \u201casking questions\u201d needs a complementing skill which is ACTIVE listening. A coach cannot sustain a session of asking questions without actually listening well, understanding and re-phrasing of what the coachee says.<\/p>\n\n\n\n
As with most things in life, practice makes perfect \u2013 it takes time and experience to hone the approach of asking questions and the skill of active listening. But they can indeed be developed for individual and organizational benefit. The time to start is NOW!<\/p>\n","post_title":"Questioning and Asking Questions - what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"questioning-and-asking-questions-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:02","post_modified_gmt":"2024-01-29 10:55:02","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1514","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1448,"post_author":"31","post_date":"2014-11-02 06:59:09","post_date_gmt":"2014-11-02 01:29:09","post_content":"\n
This article is part of the series on \u201cJourney of a coach\u201d covering my experiences as a performance coach. You may have the read an earlier article in the series on \u201cJourney of a coach \u2013 the beginning\u201d<\/a>. The journey continues here...<\/p>\n\n\n\n
Yogi Berra, New York Yankees baseball player (arguably the best catcher of all time) said, \u201cIn theory, there is no difference between theory & practice. But in practice, there is!\u201d So, this article is about the theory & practice of coaching for performance \u2013 not baseball players but people managing software projects.<\/p>\n\n\n\n
In my context, the \u201ctheory\u201d was mostly \u201cCoaching for Performance\u201d by John Whitmore (by the way, there is another article of mine on Whitmore<\/a> if you are interested). The \u201cpractice\u201d was, of course, my actual experiences over the years.<\/p>\n\n\n\n
A caveat \u2013 I am not here to debunk theory and hail practice - as a cardiac surgeon might! I have a great deal of respect for Whitmore\u2019s book on Coaching for Performance. The book provided a solid reference and a practical guide for my work as a coach all these years.<\/p>\n\n\n\n
However, I do have my own \u201cinterpretations\u201d and \u201cextensions\u201d of the theory in actual practice which I wish to share. I will use the diagram below which shows the context for coaching.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
You can see the \u201ccircles of influence\u201d around the coachee which would have a bearing on coaching and its effectiveness. We will cover each of these circles with examples. Note that the coach\u2019s experience, beliefs and perceptions are also significant in the context in addition to his skills for coaching.<\/p>\n\n\n\n
Circle #1: Are all situations \u201ccoaching situations\u201d?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The first circle of influence is the coaching situation faced by the coachee at work. For example, it could be that he is recently promoted and finds gaining acceptance in his team a challenge.<\/p>\n\n\n\n
The question is whether all such work situations are amenable for coaching - whether you are the manager of the coachee or an external coach. If you follow the \u201ctheory\u201d (that is Whitmore), a coaching style can become the default management style of the entire organization for all occasions.<\/p>\n\n\n\n
In other words, all manager-reportee interactions can naturally follow the coaching style \u2013 the manager following the sequence of helping his reportee to identify the goal he is seeking to achieve, assess the current state of affairs, consider the available options to achieve the goal and making the commitment-making to make it happen.<\/p>\n\n\n\n
That is all very well, but what if you are a commando fighting a guerrilla war in a jungle and see a metal tube from the foliage pointing at you. Your commander (\u201cmanager\u201d) is not going to coach you through the situation, is he?<\/p>\n\n\n\n
There are also other equivalent (but less extreme) situations at work when time is of essence and all that the coachee needs is information or simple direction (like for example, how to balance staff loading in a project schedule).<\/p>\n\n\n\n
So, my interpretation of theory is that there is better pay-off of coaching in some situations than others. However, there are many, many work situations wherein the quality of work<\/b> or results<\/b> is very important, the learning<\/b> for the coachee very important and it is not an emergency<\/b>. Coaching is very relevant in those cases.<\/p>\n\n\n\n
Circle #2: Are people always receptive to coaching?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The next circle of influence is relating to how receptive people are to coaching even if their work situation was amenable for it.<\/p>\n\n\n\n
Are they motivated enough to become more aware<\/b> and take responsibility<\/b> by themselves and not just because their employer has enrolled them in a training & coaching program?<\/p>\n\n\n\n
Maslow\u2019s theory is that motivation is linked to the stage an individual is at in a hierarchy of needs (see diagram below from Whitmore\u2019s Coaching for Performance). Note that Whitmore has split Maslow\u2019s Esteem stage into two \u2013 Esteem from others and Self-esteem.<\/p>\n\n\n\n
At the stage of Esteem from others, one is looking \u201cexternal\u201d recognition and prestige as motivators. At the stage of Self-esteem, external motivators tend to become less important. More important is the need to make a difference and being empowered to do so enhancing self-esteem. This self-esteem stage is where coaching makes the biggest impact for personal growth.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
Source: Coaching for Performance by John Whitmore<\/i><\/p>\n\n\n\n
There are a few more \u201ccircles\u201d to cover which we will in Part II of the article.<\/p>\n\n\n\n
Till then...<\/p>\n","post_title":"Journey of a coach - theory & practice (Part I)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-i","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:34","post_modified_gmt":"2024-01-29 10:55:34","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1521,"post_author":"26","post_date":"2014-10-30 10:57:02","post_date_gmt":"2014-10-30 05:27:02","post_content":"\n
$\"Network_whenhow2\"$ <\/a><\/figure>\n\n\n\n
One is never without a network and if you are reading this - it may be more to know how to grow it and\/or to overcome obstacles, often due to one's level comfort with so called \"networking\".<\/p>\n\n\n\n
If you look at how you:<\/p>\n\n\n\n
\n
got the opportunity to work in your current position<\/li>\n\n\n\n
got into your college\/school<\/li>\n\n\n\n
got your house on rent or bought your apartment<\/li>\n<\/ul>\n\n\n\n
you will see that a network - formal, informal or virtual (internet based) was at play.<\/p>\n\n\n\n
I will focus on growing your professional network and a few simple steps for it and not delve into specifics of social media, as all of you would be familiar with it.<\/p>\n\n\n\n
First, start with your existing network - which will be your current and past colleagues, your college and school alumni, friends and family. See that you stay in touch with them, by meeting them up or electronically, if you are not in touch start right away. Sending greetings for important occasions, festivals and events is a good way to start. Make it a point to call a few of them over the commute\/ weekends and work on the complete list slowly and steadily, start at top the list again once you complete it.<\/p>\n\n\n\n
What if you need to ask for a reference or a favor from a person with whom you are not in regular touch. The best way to is to be honest, there is no point in coming up with a phony reason to get in touch with them and ask for what you want. Your honesty will be appreciated, after that do thank them and make an effort to stay in touch with them. See that your nurture this set of contacts where you have already made a start.<\/p>\n\n\n\n
Once, when I was looking out for a job using my network, I made it a point to call and thank all those who forwarded my resume to their contacts and I sent a book as a gift to thank all those contacts whose help took me to the interview stage. I did it without any motive and what amazed me was the warmth from these contacts in all my future interactions.<\/p>\n\n\n\n
Second area to focus on are the professional events - there will be events where your technical or managerial domain will be the focus. You may be sponsored\/encouraged by your organizations to attend them, do not let is pass citing an excuse of being busy. Do make time to attend a few of them. If you find that you do not have this opportunity then see that you find such events and enroll yourself.<\/p>\n\n\n\n
In my experience these events certainly help you make a few contacts, you will always find a few persons whom you will find interesting and knowledgeable and connect effortlessly. The key is to nurture this - see that you follow-up with a mail and\/or a call.<\/p>\n\n\n\n
If you are the type who feels inhibited to make an opening, then do not worry. I was advised by one of my mentors to just listen and not worry about talking and enjoy being there. If you listen and observe intently you will find yourself talking soon. Your focus on the interactions and not on your perceived ability, does the trick. Try it a couple of times and see for yourself.<\/p>\n\n\n\n
Lastly, for anything to succeed one has to have the desire, then comes the effort and discipline for achieving it. A small progress or a step with positive result, is the best encouragement for you to strive towards your goals. Do ponder on your actions and results to stay focused on continuing to do this.<\/p>\n\n\n\n
One related question I hear from many of my coachees is \"visibility\" within the organization. More on that in a later post.<\/p>\n","post_title":"Networking - when and how to begin?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"networking-when-and-how-to-begin","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:58","post_modified_gmt":"2024-01-29 14:50:58","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1521","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1517,"post_author":"30","post_date":"2014-10-29 09:30:26","post_date_gmt":"2014-10-29 04:00:26","post_content":"\n
$\"sell-it\"$ <\/a><\/figure>\n\n\n\n
As a child, I used to come up with various ideas for almost anything, and ask for Rs. 1000\/- per idea. Being a child, nobody would want to pay money, that too a thousand Rupees \u2013 but, I would get something else as an appreciation for my efforts. A toffee, a cone ice cream etc.<\/p>\n\n\n\n
Further on, when I used to be active in small groups, selling was more of ideas and to get the team to converge on something, that the group can take as an action.<\/p>\n\n\n\n
As a team leader, I needed to sell the vision of the project to the team, to get everybody\u2019s buy in.<\/p>\n\n\n\n
More recently, I have been in contact with many aspiring and active entrepreneurs. Selling is something that they do with every breath.<\/p>\n\n\n\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 10 of 12 Previous 1 … 9 10 11 12 Next

\n
The important thing is that the intent of questioning should be to seek understanding rather than putting down someone. Hence, even the tone of questioning is very important. Consider the difference between, \u201cWhy did you do THAT?\u201d and \u201cWhat are your reasons for doing THAT?\u201d<\/p>\n\n\n\n
The tone of the former question is judgmental while the same question asked differently demonstrates an openness and a neutral tone. The tone is important because it can either put people off & make them defensive or it can make them relaxed and explain their rationale for an idea or a course of action.<\/p>\n\n\n\n
From the above, it follows that there is a big difference between \u201cquestioning\u201d and \u201casking questions\u201d.<\/p>\n\n\n\n
$\"image\"$ <\/figure>\n\n\n\n
In the work context, a manager who adopts an approach of \u201casking questions\u201d enables an environment where his reportees apply their mind to the situation at hand and exercise their best judgment on the right course of action.<\/p>\n\n\n\n
The manager can use questions to expand the reportee\u2019s thinking and make him aware of aspects he may not have thought of (instead of just instructing him what to do).<\/p>\n\n\n\n
Hence asking questions contributes to the reportee\u2019s overall development and ability to deal with situations with minimal oversight. Equally important, it enables greater responsibility on the part of the reportee so that the implementation aspects of his suggestions are fully owned by him.<\/p>\n\n\n\n
Through this, the manager\u2019s time is also freed up from routine oversight functions to take up important but not urgent tasks.<\/p>\n\n\n\n
In a highly dynamic world, the approach of \u201casking questions\u201d is not just \u201ca nice to have\u201d but an imperative to empower people and ensure that the organization as a whole responds fast to changes in the environment.<\/p>\n\n\n\n
\u201cAsking questions\u201d is an essential part of the tool set of a coach who may be the line manager himself. You consciously adopt the approach for improving the \u201cawareness\u201d of the coachee and therefore, open his mind to his perceptions & other possibilities and take \u201cresponsibility\u201d for the options for actions that he chooses.<\/p>\n\n\n\n
Finally, adopting the approach of \u201casking questions\u201d needs a complementing skill which is ACTIVE listening. A coach cannot sustain a session of asking questions without actually listening well, understanding and re-phrasing of what the coachee says.<\/p>\n\n\n\n
As with most things in life, practice makes perfect \u2013 it takes time and experience to hone the approach of asking questions and the skill of active listening. But they can indeed be developed for individual and organizational benefit. The time to start is NOW!<\/p>\n","post_title":"Questioning and Asking Questions - what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"questioning-and-asking-questions-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:02","post_modified_gmt":"2024-01-29 10:55:02","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1514","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1448,"post_author":"31","post_date":"2014-11-02 06:59:09","post_date_gmt":"2014-11-02 01:29:09","post_content":"\n
This article is part of the series on \u201cJourney of a coach\u201d covering my experiences as a performance coach. You may have the read an earlier article in the series on \u201cJourney of a coach \u2013 the beginning\u201d<\/a>. The journey continues here...<\/p>\n\n\n\n
Yogi Berra, New York Yankees baseball player (arguably the best catcher of all time) said, \u201cIn theory, there is no difference between theory & practice. But in practice, there is!\u201d So, this article is about the theory & practice of coaching for performance \u2013 not baseball players but people managing software projects.<\/p>\n\n\n\n
In my context, the \u201ctheory\u201d was mostly \u201cCoaching for Performance\u201d by John Whitmore (by the way, there is another article of mine on Whitmore<\/a> if you are interested). The \u201cpractice\u201d was, of course, my actual experiences over the years.<\/p>\n\n\n\n
A caveat \u2013 I am not here to debunk theory and hail practice - as a cardiac surgeon might! I have a great deal of respect for Whitmore\u2019s book on Coaching for Performance. The book provided a solid reference and a practical guide for my work as a coach all these years.<\/p>\n\n\n\n
However, I do have my own \u201cinterpretations\u201d and \u201cextensions\u201d of the theory in actual practice which I wish to share. I will use the diagram below which shows the context for coaching.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
You can see the \u201ccircles of influence\u201d around the coachee which would have a bearing on coaching and its effectiveness. We will cover each of these circles with examples. Note that the coach\u2019s experience, beliefs and perceptions are also significant in the context in addition to his skills for coaching.<\/p>\n\n\n\n
Circle #1: Are all situations \u201ccoaching situations\u201d?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The first circle of influence is the coaching situation faced by the coachee at work. For example, it could be that he is recently promoted and finds gaining acceptance in his team a challenge.<\/p>\n\n\n\n
The question is whether all such work situations are amenable for coaching - whether you are the manager of the coachee or an external coach. If you follow the \u201ctheory\u201d (that is Whitmore), a coaching style can become the default management style of the entire organization for all occasions.<\/p>\n\n\n\n
In other words, all manager-reportee interactions can naturally follow the coaching style \u2013 the manager following the sequence of helping his reportee to identify the goal he is seeking to achieve, assess the current state of affairs, consider the available options to achieve the goal and making the commitment-making to make it happen.<\/p>\n\n\n\n
That is all very well, but what if you are a commando fighting a guerrilla war in a jungle and see a metal tube from the foliage pointing at you. Your commander (\u201cmanager\u201d) is not going to coach you through the situation, is he?<\/p>\n\n\n\n
There are also other equivalent (but less extreme) situations at work when time is of essence and all that the coachee needs is information or simple direction (like for example, how to balance staff loading in a project schedule).<\/p>\n\n\n\n
So, my interpretation of theory is that there is better pay-off of coaching in some situations than others. However, there are many, many work situations wherein the quality of work<\/b> or results<\/b> is very important, the learning<\/b> for the coachee very important and it is not an emergency<\/b>. Coaching is very relevant in those cases.<\/p>\n\n\n\n
Circle #2: Are people always receptive to coaching?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The next circle of influence is relating to how receptive people are to coaching even if their work situation was amenable for it.<\/p>\n\n\n\n
Are they motivated enough to become more aware<\/b> and take responsibility<\/b> by themselves and not just because their employer has enrolled them in a training & coaching program?<\/p>\n\n\n\n
Maslow\u2019s theory is that motivation is linked to the stage an individual is at in a hierarchy of needs (see diagram below from Whitmore\u2019s Coaching for Performance). Note that Whitmore has split Maslow\u2019s Esteem stage into two \u2013 Esteem from others and Self-esteem.<\/p>\n\n\n\n
At the stage of Esteem from others, one is looking \u201cexternal\u201d recognition and prestige as motivators. At the stage of Self-esteem, external motivators tend to become less important. More important is the need to make a difference and being empowered to do so enhancing self-esteem. This self-esteem stage is where coaching makes the biggest impact for personal growth.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
Source: Coaching for Performance by John Whitmore<\/i><\/p>\n\n\n\n
There are a few more \u201ccircles\u201d to cover which we will in Part II of the article.<\/p>\n\n\n\n
Till then...<\/p>\n","post_title":"Journey of a coach - theory & practice (Part I)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-i","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:34","post_modified_gmt":"2024-01-29 10:55:34","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1521,"post_author":"26","post_date":"2014-10-30 10:57:02","post_date_gmt":"2014-10-30 05:27:02","post_content":"\n
$\"Network_whenhow2\"$ <\/a><\/figure>\n\n\n\n
One is never without a network and if you are reading this - it may be more to know how to grow it and\/or to overcome obstacles, often due to one's level comfort with so called \"networking\".<\/p>\n\n\n\n
If you look at how you:<\/p>\n\n\n\n
\n
got the opportunity to work in your current position<\/li>\n\n\n\n
got into your college\/school<\/li>\n\n\n\n
got your house on rent or bought your apartment<\/li>\n<\/ul>\n\n\n\n
you will see that a network - formal, informal or virtual (internet based) was at play.<\/p>\n\n\n\n
I will focus on growing your professional network and a few simple steps for it and not delve into specifics of social media, as all of you would be familiar with it.<\/p>\n\n\n\n
First, start with your existing network - which will be your current and past colleagues, your college and school alumni, friends and family. See that you stay in touch with them, by meeting them up or electronically, if you are not in touch start right away. Sending greetings for important occasions, festivals and events is a good way to start. Make it a point to call a few of them over the commute\/ weekends and work on the complete list slowly and steadily, start at top the list again once you complete it.<\/p>\n\n\n\n
What if you need to ask for a reference or a favor from a person with whom you are not in regular touch. The best way to is to be honest, there is no point in coming up with a phony reason to get in touch with them and ask for what you want. Your honesty will be appreciated, after that do thank them and make an effort to stay in touch with them. See that your nurture this set of contacts where you have already made a start.<\/p>\n\n\n\n
Once, when I was looking out for a job using my network, I made it a point to call and thank all those who forwarded my resume to their contacts and I sent a book as a gift to thank all those contacts whose help took me to the interview stage. I did it without any motive and what amazed me was the warmth from these contacts in all my future interactions.<\/p>\n\n\n\n
Second area to focus on are the professional events - there will be events where your technical or managerial domain will be the focus. You may be sponsored\/encouraged by your organizations to attend them, do not let is pass citing an excuse of being busy. Do make time to attend a few of them. If you find that you do not have this opportunity then see that you find such events and enroll yourself.<\/p>\n\n\n\n
In my experience these events certainly help you make a few contacts, you will always find a few persons whom you will find interesting and knowledgeable and connect effortlessly. The key is to nurture this - see that you follow-up with a mail and\/or a call.<\/p>\n\n\n\n
If you are the type who feels inhibited to make an opening, then do not worry. I was advised by one of my mentors to just listen and not worry about talking and enjoy being there. If you listen and observe intently you will find yourself talking soon. Your focus on the interactions and not on your perceived ability, does the trick. Try it a couple of times and see for yourself.<\/p>\n\n\n\n
Lastly, for anything to succeed one has to have the desire, then comes the effort and discipline for achieving it. A small progress or a step with positive result, is the best encouragement for you to strive towards your goals. Do ponder on your actions and results to stay focused on continuing to do this.<\/p>\n\n\n\n
One related question I hear from many of my coachees is \"visibility\" within the organization. More on that in a later post.<\/p>\n","post_title":"Networking - when and how to begin?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"networking-when-and-how-to-begin","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:58","post_modified_gmt":"2024-01-29 14:50:58","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1521","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1517,"post_author":"30","post_date":"2014-10-29 09:30:26","post_date_gmt":"2014-10-29 04:00:26","post_content":"\n
$\"sell-it\"$ <\/a><\/figure>\n\n\n\n
As a child, I used to come up with various ideas for almost anything, and ask for Rs. 1000\/- per idea. Being a child, nobody would want to pay money, that too a thousand Rupees \u2013 but, I would get something else as an appreciation for my efforts. A toffee, a cone ice cream etc.<\/p>\n\n\n\n
Further on, when I used to be active in small groups, selling was more of ideas and to get the team to converge on something, that the group can take as an action.<\/p>\n\n\n\n
As a team leader, I needed to sell the vision of the project to the team, to get everybody\u2019s buy in.<\/p>\n\n\n\n
More recently, I have been in contact with many aspiring and active entrepreneurs. Selling is something that they do with every breath.<\/p>\n\n\n\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 10 of 12 Previous 1 … 9 10 11 12 Next

\n
These are situations where one actually wants to be questioned to get a sense a satisfaction that the effort (the speech, in this case) has been worthwhile. But there are other situations where being questioned has a very negative connotation. It implies questioning the ability of the person being questioned or the work that he has done.<\/p>\n\n\n\n
The important thing is that the intent of questioning should be to seek understanding rather than putting down someone. Hence, even the tone of questioning is very important. Consider the difference between, \u201cWhy did you do THAT?\u201d and \u201cWhat are your reasons for doing THAT?\u201d<\/p>\n\n\n\n
The tone of the former question is judgmental while the same question asked differently demonstrates an openness and a neutral tone. The tone is important because it can either put people off & make them defensive or it can make them relaxed and explain their rationale for an idea or a course of action.<\/p>\n\n\n\n
From the above, it follows that there is a big difference between \u201cquestioning\u201d and \u201casking questions\u201d.<\/p>\n\n\n\n
$\"image\"$ <\/figure>\n\n\n\n
In the work context, a manager who adopts an approach of \u201casking questions\u201d enables an environment where his reportees apply their mind to the situation at hand and exercise their best judgment on the right course of action.<\/p>\n\n\n\n
The manager can use questions to expand the reportee\u2019s thinking and make him aware of aspects he may not have thought of (instead of just instructing him what to do).<\/p>\n\n\n\n
Hence asking questions contributes to the reportee\u2019s overall development and ability to deal with situations with minimal oversight. Equally important, it enables greater responsibility on the part of the reportee so that the implementation aspects of his suggestions are fully owned by him.<\/p>\n\n\n\n
Through this, the manager\u2019s time is also freed up from routine oversight functions to take up important but not urgent tasks.<\/p>\n\n\n\n
In a highly dynamic world, the approach of \u201casking questions\u201d is not just \u201ca nice to have\u201d but an imperative to empower people and ensure that the organization as a whole responds fast to changes in the environment.<\/p>\n\n\n\n
\u201cAsking questions\u201d is an essential part of the tool set of a coach who may be the line manager himself. You consciously adopt the approach for improving the \u201cawareness\u201d of the coachee and therefore, open his mind to his perceptions & other possibilities and take \u201cresponsibility\u201d for the options for actions that he chooses.<\/p>\n\n\n\n
Finally, adopting the approach of \u201casking questions\u201d needs a complementing skill which is ACTIVE listening. A coach cannot sustain a session of asking questions without actually listening well, understanding and re-phrasing of what the coachee says.<\/p>\n\n\n\n
As with most things in life, practice makes perfect \u2013 it takes time and experience to hone the approach of asking questions and the skill of active listening. But they can indeed be developed for individual and organizational benefit. The time to start is NOW!<\/p>\n","post_title":"Questioning and Asking Questions - what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"questioning-and-asking-questions-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:02","post_modified_gmt":"2024-01-29 10:55:02","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1514","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1448,"post_author":"31","post_date":"2014-11-02 06:59:09","post_date_gmt":"2014-11-02 01:29:09","post_content":"\n
This article is part of the series on \u201cJourney of a coach\u201d covering my experiences as a performance coach. You may have the read an earlier article in the series on \u201cJourney of a coach \u2013 the beginning\u201d<\/a>. The journey continues here...<\/p>\n\n\n\n
Yogi Berra, New York Yankees baseball player (arguably the best catcher of all time) said, \u201cIn theory, there is no difference between theory & practice. But in practice, there is!\u201d So, this article is about the theory & practice of coaching for performance \u2013 not baseball players but people managing software projects.<\/p>\n\n\n\n
In my context, the \u201ctheory\u201d was mostly \u201cCoaching for Performance\u201d by John Whitmore (by the way, there is another article of mine on Whitmore<\/a> if you are interested). The \u201cpractice\u201d was, of course, my actual experiences over the years.<\/p>\n\n\n\n
A caveat \u2013 I am not here to debunk theory and hail practice - as a cardiac surgeon might! I have a great deal of respect for Whitmore\u2019s book on Coaching for Performance. The book provided a solid reference and a practical guide for my work as a coach all these years.<\/p>\n\n\n\n
However, I do have my own \u201cinterpretations\u201d and \u201cextensions\u201d of the theory in actual practice which I wish to share. I will use the diagram below which shows the context for coaching.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
You can see the \u201ccircles of influence\u201d around the coachee which would have a bearing on coaching and its effectiveness. We will cover each of these circles with examples. Note that the coach\u2019s experience, beliefs and perceptions are also significant in the context in addition to his skills for coaching.<\/p>\n\n\n\n
Circle #1: Are all situations \u201ccoaching situations\u201d?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The first circle of influence is the coaching situation faced by the coachee at work. For example, it could be that he is recently promoted and finds gaining acceptance in his team a challenge.<\/p>\n\n\n\n
The question is whether all such work situations are amenable for coaching - whether you are the manager of the coachee or an external coach. If you follow the \u201ctheory\u201d (that is Whitmore), a coaching style can become the default management style of the entire organization for all occasions.<\/p>\n\n\n\n
In other words, all manager-reportee interactions can naturally follow the coaching style \u2013 the manager following the sequence of helping his reportee to identify the goal he is seeking to achieve, assess the current state of affairs, consider the available options to achieve the goal and making the commitment-making to make it happen.<\/p>\n\n\n\n
That is all very well, but what if you are a commando fighting a guerrilla war in a jungle and see a metal tube from the foliage pointing at you. Your commander (\u201cmanager\u201d) is not going to coach you through the situation, is he?<\/p>\n\n\n\n
There are also other equivalent (but less extreme) situations at work when time is of essence and all that the coachee needs is information or simple direction (like for example, how to balance staff loading in a project schedule).<\/p>\n\n\n\n
So, my interpretation of theory is that there is better pay-off of coaching in some situations than others. However, there are many, many work situations wherein the quality of work<\/b> or results<\/b> is very important, the learning<\/b> for the coachee very important and it is not an emergency<\/b>. Coaching is very relevant in those cases.<\/p>\n\n\n\n
Circle #2: Are people always receptive to coaching?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The next circle of influence is relating to how receptive people are to coaching even if their work situation was amenable for it.<\/p>\n\n\n\n
Are they motivated enough to become more aware<\/b> and take responsibility<\/b> by themselves and not just because their employer has enrolled them in a training & coaching program?<\/p>\n\n\n\n
Maslow\u2019s theory is that motivation is linked to the stage an individual is at in a hierarchy of needs (see diagram below from Whitmore\u2019s Coaching for Performance). Note that Whitmore has split Maslow\u2019s Esteem stage into two \u2013 Esteem from others and Self-esteem.<\/p>\n\n\n\n
At the stage of Esteem from others, one is looking \u201cexternal\u201d recognition and prestige as motivators. At the stage of Self-esteem, external motivators tend to become less important. More important is the need to make a difference and being empowered to do so enhancing self-esteem. This self-esteem stage is where coaching makes the biggest impact for personal growth.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
Source: Coaching for Performance by John Whitmore<\/i><\/p>\n\n\n\n
There are a few more \u201ccircles\u201d to cover which we will in Part II of the article.<\/p>\n\n\n\n
Till then...<\/p>\n","post_title":"Journey of a coach - theory & practice (Part I)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-i","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:34","post_modified_gmt":"2024-01-29 10:55:34","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1521,"post_author":"26","post_date":"2014-10-30 10:57:02","post_date_gmt":"2014-10-30 05:27:02","post_content":"\n
$\"Network_whenhow2\"$ <\/a><\/figure>\n\n\n\n
One is never without a network and if you are reading this - it may be more to know how to grow it and\/or to overcome obstacles, often due to one's level comfort with so called \"networking\".<\/p>\n\n\n\n
If you look at how you:<\/p>\n\n\n\n
\n
got the opportunity to work in your current position<\/li>\n\n\n\n
got into your college\/school<\/li>\n\n\n\n
got your house on rent or bought your apartment<\/li>\n<\/ul>\n\n\n\n
you will see that a network - formal, informal or virtual (internet based) was at play.<\/p>\n\n\n\n
I will focus on growing your professional network and a few simple steps for it and not delve into specifics of social media, as all of you would be familiar with it.<\/p>\n\n\n\n
First, start with your existing network - which will be your current and past colleagues, your college and school alumni, friends and family. See that you stay in touch with them, by meeting them up or electronically, if you are not in touch start right away. Sending greetings for important occasions, festivals and events is a good way to start. Make it a point to call a few of them over the commute\/ weekends and work on the complete list slowly and steadily, start at top the list again once you complete it.<\/p>\n\n\n\n
What if you need to ask for a reference or a favor from a person with whom you are not in regular touch. The best way to is to be honest, there is no point in coming up with a phony reason to get in touch with them and ask for what you want. Your honesty will be appreciated, after that do thank them and make an effort to stay in touch with them. See that your nurture this set of contacts where you have already made a start.<\/p>\n\n\n\n
Once, when I was looking out for a job using my network, I made it a point to call and thank all those who forwarded my resume to their contacts and I sent a book as a gift to thank all those contacts whose help took me to the interview stage. I did it without any motive and what amazed me was the warmth from these contacts in all my future interactions.<\/p>\n\n\n\n
Second area to focus on are the professional events - there will be events where your technical or managerial domain will be the focus. You may be sponsored\/encouraged by your organizations to attend them, do not let is pass citing an excuse of being busy. Do make time to attend a few of them. If you find that you do not have this opportunity then see that you find such events and enroll yourself.<\/p>\n\n\n\n
In my experience these events certainly help you make a few contacts, you will always find a few persons whom you will find interesting and knowledgeable and connect effortlessly. The key is to nurture this - see that you follow-up with a mail and\/or a call.<\/p>\n\n\n\n
If you are the type who feels inhibited to make an opening, then do not worry. I was advised by one of my mentors to just listen and not worry about talking and enjoy being there. If you listen and observe intently you will find yourself talking soon. Your focus on the interactions and not on your perceived ability, does the trick. Try it a couple of times and see for yourself.<\/p>\n\n\n\n
Lastly, for anything to succeed one has to have the desire, then comes the effort and discipline for achieving it. A small progress or a step with positive result, is the best encouragement for you to strive towards your goals. Do ponder on your actions and results to stay focused on continuing to do this.<\/p>\n\n\n\n
One related question I hear from many of my coachees is \"visibility\" within the organization. More on that in a later post.<\/p>\n","post_title":"Networking - when and how to begin?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"networking-when-and-how-to-begin","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:58","post_modified_gmt":"2024-01-29 14:50:58","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1521","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1517,"post_author":"30","post_date":"2014-10-29 09:30:26","post_date_gmt":"2014-10-29 04:00:26","post_content":"\n
$\"sell-it\"$ <\/a><\/figure>\n\n\n\n
As a child, I used to come up with various ideas for almost anything, and ask for Rs. 1000\/- per idea. Being a child, nobody would want to pay money, that too a thousand Rupees \u2013 but, I would get something else as an appreciation for my efforts. A toffee, a cone ice cream etc.<\/p>\n\n\n\n
Further on, when I used to be active in small groups, selling was more of ideas and to get the team to converge on something, that the group can take as an action.<\/p>\n\n\n\n
As a team leader, I needed to sell the vision of the project to the team, to get everybody\u2019s buy in.<\/p>\n\n\n\n
More recently, I have been in contact with many aspiring and active entrepreneurs. Selling is something that they do with every breath.<\/p>\n\n\n\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 10 of 12 Previous 1 … 9 10 11 12 Next

\n
A speaker finishes a great speech \u2013 at least, HE thinks it is great! He then asks, \u201cAny questions?\u201d What does he expect? If I were him, I would expect the audience to demonstrate a level of understanding of what the speech was all about and ask meaningful questions - clarifying the ground covered and even extending from there.<\/p>\n\n\n\n
These are situations where one actually wants to be questioned to get a sense a satisfaction that the effort (the speech, in this case) has been worthwhile. But there are other situations where being questioned has a very negative connotation. It implies questioning the ability of the person being questioned or the work that he has done.<\/p>\n\n\n\n
The important thing is that the intent of questioning should be to seek understanding rather than putting down someone. Hence, even the tone of questioning is very important. Consider the difference between, \u201cWhy did you do THAT?\u201d and \u201cWhat are your reasons for doing THAT?\u201d<\/p>\n\n\n\n
The tone of the former question is judgmental while the same question asked differently demonstrates an openness and a neutral tone. The tone is important because it can either put people off & make them defensive or it can make them relaxed and explain their rationale for an idea or a course of action.<\/p>\n\n\n\n
From the above, it follows that there is a big difference between \u201cquestioning\u201d and \u201casking questions\u201d.<\/p>\n\n\n\n
$\"image\"$ <\/figure>\n\n\n\n
In the work context, a manager who adopts an approach of \u201casking questions\u201d enables an environment where his reportees apply their mind to the situation at hand and exercise their best judgment on the right course of action.<\/p>\n\n\n\n
The manager can use questions to expand the reportee\u2019s thinking and make him aware of aspects he may not have thought of (instead of just instructing him what to do).<\/p>\n\n\n\n
Hence asking questions contributes to the reportee\u2019s overall development and ability to deal with situations with minimal oversight. Equally important, it enables greater responsibility on the part of the reportee so that the implementation aspects of his suggestions are fully owned by him.<\/p>\n\n\n\n
Through this, the manager\u2019s time is also freed up from routine oversight functions to take up important but not urgent tasks.<\/p>\n\n\n\n
In a highly dynamic world, the approach of \u201casking questions\u201d is not just \u201ca nice to have\u201d but an imperative to empower people and ensure that the organization as a whole responds fast to changes in the environment.<\/p>\n\n\n\n
\u201cAsking questions\u201d is an essential part of the tool set of a coach who may be the line manager himself. You consciously adopt the approach for improving the \u201cawareness\u201d of the coachee and therefore, open his mind to his perceptions & other possibilities and take \u201cresponsibility\u201d for the options for actions that he chooses.<\/p>\n\n\n\n
Finally, adopting the approach of \u201casking questions\u201d needs a complementing skill which is ACTIVE listening. A coach cannot sustain a session of asking questions without actually listening well, understanding and re-phrasing of what the coachee says.<\/p>\n\n\n\n
As with most things in life, practice makes perfect \u2013 it takes time and experience to hone the approach of asking questions and the skill of active listening. But they can indeed be developed for individual and organizational benefit. The time to start is NOW!<\/p>\n","post_title":"Questioning and Asking Questions - what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"questioning-and-asking-questions-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:02","post_modified_gmt":"2024-01-29 10:55:02","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1514","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1448,"post_author":"31","post_date":"2014-11-02 06:59:09","post_date_gmt":"2014-11-02 01:29:09","post_content":"\n
This article is part of the series on \u201cJourney of a coach\u201d covering my experiences as a performance coach. You may have the read an earlier article in the series on \u201cJourney of a coach \u2013 the beginning\u201d<\/a>. The journey continues here...<\/p>\n\n\n\n
Yogi Berra, New York Yankees baseball player (arguably the best catcher of all time) said, \u201cIn theory, there is no difference between theory & practice. But in practice, there is!\u201d So, this article is about the theory & practice of coaching for performance \u2013 not baseball players but people managing software projects.<\/p>\n\n\n\n
In my context, the \u201ctheory\u201d was mostly \u201cCoaching for Performance\u201d by John Whitmore (by the way, there is another article of mine on Whitmore<\/a> if you are interested). The \u201cpractice\u201d was, of course, my actual experiences over the years.<\/p>\n\n\n\n
A caveat \u2013 I am not here to debunk theory and hail practice - as a cardiac surgeon might! I have a great deal of respect for Whitmore\u2019s book on Coaching for Performance. The book provided a solid reference and a practical guide for my work as a coach all these years.<\/p>\n\n\n\n
However, I do have my own \u201cinterpretations\u201d and \u201cextensions\u201d of the theory in actual practice which I wish to share. I will use the diagram below which shows the context for coaching.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
You can see the \u201ccircles of influence\u201d around the coachee which would have a bearing on coaching and its effectiveness. We will cover each of these circles with examples. Note that the coach\u2019s experience, beliefs and perceptions are also significant in the context in addition to his skills for coaching.<\/p>\n\n\n\n
Circle #1: Are all situations \u201ccoaching situations\u201d?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The first circle of influence is the coaching situation faced by the coachee at work. For example, it could be that he is recently promoted and finds gaining acceptance in his team a challenge.<\/p>\n\n\n\n
The question is whether all such work situations are amenable for coaching - whether you are the manager of the coachee or an external coach. If you follow the \u201ctheory\u201d (that is Whitmore), a coaching style can become the default management style of the entire organization for all occasions.<\/p>\n\n\n\n
In other words, all manager-reportee interactions can naturally follow the coaching style \u2013 the manager following the sequence of helping his reportee to identify the goal he is seeking to achieve, assess the current state of affairs, consider the available options to achieve the goal and making the commitment-making to make it happen.<\/p>\n\n\n\n
That is all very well, but what if you are a commando fighting a guerrilla war in a jungle and see a metal tube from the foliage pointing at you. Your commander (\u201cmanager\u201d) is not going to coach you through the situation, is he?<\/p>\n\n\n\n
There are also other equivalent (but less extreme) situations at work when time is of essence and all that the coachee needs is information or simple direction (like for example, how to balance staff loading in a project schedule).<\/p>\n\n\n\n
So, my interpretation of theory is that there is better pay-off of coaching in some situations than others. However, there are many, many work situations wherein the quality of work<\/b> or results<\/b> is very important, the learning<\/b> for the coachee very important and it is not an emergency<\/b>. Coaching is very relevant in those cases.<\/p>\n\n\n\n
Circle #2: Are people always receptive to coaching?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The next circle of influence is relating to how receptive people are to coaching even if their work situation was amenable for it.<\/p>\n\n\n\n
Are they motivated enough to become more aware<\/b> and take responsibility<\/b> by themselves and not just because their employer has enrolled them in a training & coaching program?<\/p>\n\n\n\n
Maslow\u2019s theory is that motivation is linked to the stage an individual is at in a hierarchy of needs (see diagram below from Whitmore\u2019s Coaching for Performance). Note that Whitmore has split Maslow\u2019s Esteem stage into two \u2013 Esteem from others and Self-esteem.<\/p>\n\n\n\n
At the stage of Esteem from others, one is looking \u201cexternal\u201d recognition and prestige as motivators. At the stage of Self-esteem, external motivators tend to become less important. More important is the need to make a difference and being empowered to do so enhancing self-esteem. This self-esteem stage is where coaching makes the biggest impact for personal growth.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
Source: Coaching for Performance by John Whitmore<\/i><\/p>\n\n\n\n
There are a few more \u201ccircles\u201d to cover which we will in Part II of the article.<\/p>\n\n\n\n
Till then...<\/p>\n","post_title":"Journey of a coach - theory & practice (Part I)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-i","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:34","post_modified_gmt":"2024-01-29 10:55:34","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1521,"post_author":"26","post_date":"2014-10-30 10:57:02","post_date_gmt":"2014-10-30 05:27:02","post_content":"\n
$\"Network_whenhow2\"$ <\/a><\/figure>\n\n\n\n
One is never without a network and if you are reading this - it may be more to know how to grow it and\/or to overcome obstacles, often due to one's level comfort with so called \"networking\".<\/p>\n\n\n\n
If you look at how you:<\/p>\n\n\n\n
\n
got the opportunity to work in your current position<\/li>\n\n\n\n
got into your college\/school<\/li>\n\n\n\n
got your house on rent or bought your apartment<\/li>\n<\/ul>\n\n\n\n
you will see that a network - formal, informal or virtual (internet based) was at play.<\/p>\n\n\n\n
I will focus on growing your professional network and a few simple steps for it and not delve into specifics of social media, as all of you would be familiar with it.<\/p>\n\n\n\n
First, start with your existing network - which will be your current and past colleagues, your college and school alumni, friends and family. See that you stay in touch with them, by meeting them up or electronically, if you are not in touch start right away. Sending greetings for important occasions, festivals and events is a good way to start. Make it a point to call a few of them over the commute\/ weekends and work on the complete list slowly and steadily, start at top the list again once you complete it.<\/p>\n\n\n\n
What if you need to ask for a reference or a favor from a person with whom you are not in regular touch. The best way to is to be honest, there is no point in coming up with a phony reason to get in touch with them and ask for what you want. Your honesty will be appreciated, after that do thank them and make an effort to stay in touch with them. See that your nurture this set of contacts where you have already made a start.<\/p>\n\n\n\n
Once, when I was looking out for a job using my network, I made it a point to call and thank all those who forwarded my resume to their contacts and I sent a book as a gift to thank all those contacts whose help took me to the interview stage. I did it without any motive and what amazed me was the warmth from these contacts in all my future interactions.<\/p>\n\n\n\n
Second area to focus on are the professional events - there will be events where your technical or managerial domain will be the focus. You may be sponsored\/encouraged by your organizations to attend them, do not let is pass citing an excuse of being busy. Do make time to attend a few of them. If you find that you do not have this opportunity then see that you find such events and enroll yourself.<\/p>\n\n\n\n
In my experience these events certainly help you make a few contacts, you will always find a few persons whom you will find interesting and knowledgeable and connect effortlessly. The key is to nurture this - see that you follow-up with a mail and\/or a call.<\/p>\n\n\n\n
If you are the type who feels inhibited to make an opening, then do not worry. I was advised by one of my mentors to just listen and not worry about talking and enjoy being there. If you listen and observe intently you will find yourself talking soon. Your focus on the interactions and not on your perceived ability, does the trick. Try it a couple of times and see for yourself.<\/p>\n\n\n\n
Lastly, for anything to succeed one has to have the desire, then comes the effort and discipline for achieving it. A small progress or a step with positive result, is the best encouragement for you to strive towards your goals. Do ponder on your actions and results to stay focused on continuing to do this.<\/p>\n\n\n\n
One related question I hear from many of my coachees is \"visibility\" within the organization. More on that in a later post.<\/p>\n","post_title":"Networking - when and how to begin?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"networking-when-and-how-to-begin","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:58","post_modified_gmt":"2024-01-29 14:50:58","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1521","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1517,"post_author":"30","post_date":"2014-10-29 09:30:26","post_date_gmt":"2014-10-29 04:00:26","post_content":"\n
$\"sell-it\"$ <\/a><\/figure>\n\n\n\n
As a child, I used to come up with various ideas for almost anything, and ask for Rs. 1000\/- per idea. Being a child, nobody would want to pay money, that too a thousand Rupees \u2013 but, I would get something else as an appreciation for my efforts. A toffee, a cone ice cream etc.<\/p>\n\n\n\n
Further on, when I used to be active in small groups, selling was more of ideas and to get the team to converge on something, that the group can take as an action.<\/p>\n\n\n\n
As a team leader, I needed to sell the vision of the project to the team, to get everybody\u2019s buy in.<\/p>\n\n\n\n
More recently, I have been in contact with many aspiring and active entrepreneurs. Selling is something that they do with every breath.<\/p>\n\n\n\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 10 of 12 Previous 1 … 9 10 11 12 Next

\n
We invite you to share your coaching experiences (as a coach or a coachee) and we would be happy to share our perspectives which may be of help. You may reach us at info@pm-powerconsulting.com.<\/p>\n","post_title":"Journey of a coach - theory & practice (Part II)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-ii","to_ping":"","pinged":"","post_modified":"2024-01-29 10:54:32","post_modified_gmt":"2024-01-29 10:54:32","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1456","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1514,"post_author":"31","post_date":"2014-11-02 12:24:22","post_date_gmt":"2014-11-02 06:54:22","post_content":"\n
A speaker finishes a great speech \u2013 at least, HE thinks it is great! He then asks, \u201cAny questions?\u201d What does he expect? If I were him, I would expect the audience to demonstrate a level of understanding of what the speech was all about and ask meaningful questions - clarifying the ground covered and even extending from there.<\/p>\n\n\n\n
These are situations where one actually wants to be questioned to get a sense a satisfaction that the effort (the speech, in this case) has been worthwhile. But there are other situations where being questioned has a very negative connotation. It implies questioning the ability of the person being questioned or the work that he has done.<\/p>\n\n\n\n
The important thing is that the intent of questioning should be to seek understanding rather than putting down someone. Hence, even the tone of questioning is very important. Consider the difference between, \u201cWhy did you do THAT?\u201d and \u201cWhat are your reasons for doing THAT?\u201d<\/p>\n\n\n\n
The tone of the former question is judgmental while the same question asked differently demonstrates an openness and a neutral tone. The tone is important because it can either put people off & make them defensive or it can make them relaxed and explain their rationale for an idea or a course of action.<\/p>\n\n\n\n
From the above, it follows that there is a big difference between \u201cquestioning\u201d and \u201casking questions\u201d.<\/p>\n\n\n\n
$\"image\"$ <\/figure>\n\n\n\n
In the work context, a manager who adopts an approach of \u201casking questions\u201d enables an environment where his reportees apply their mind to the situation at hand and exercise their best judgment on the right course of action.<\/p>\n\n\n\n
The manager can use questions to expand the reportee\u2019s thinking and make him aware of aspects he may not have thought of (instead of just instructing him what to do).<\/p>\n\n\n\n
Hence asking questions contributes to the reportee\u2019s overall development and ability to deal with situations with minimal oversight. Equally important, it enables greater responsibility on the part of the reportee so that the implementation aspects of his suggestions are fully owned by him.<\/p>\n\n\n\n
Through this, the manager\u2019s time is also freed up from routine oversight functions to take up important but not urgent tasks.<\/p>\n\n\n\n
In a highly dynamic world, the approach of \u201casking questions\u201d is not just \u201ca nice to have\u201d but an imperative to empower people and ensure that the organization as a whole responds fast to changes in the environment.<\/p>\n\n\n\n
\u201cAsking questions\u201d is an essential part of the tool set of a coach who may be the line manager himself. You consciously adopt the approach for improving the \u201cawareness\u201d of the coachee and therefore, open his mind to his perceptions & other possibilities and take \u201cresponsibility\u201d for the options for actions that he chooses.<\/p>\n\n\n\n
Finally, adopting the approach of \u201casking questions\u201d needs a complementing skill which is ACTIVE listening. A coach cannot sustain a session of asking questions without actually listening well, understanding and re-phrasing of what the coachee says.<\/p>\n\n\n\n
As with most things in life, practice makes perfect \u2013 it takes time and experience to hone the approach of asking questions and the skill of active listening. But they can indeed be developed for individual and organizational benefit. The time to start is NOW!<\/p>\n","post_title":"Questioning and Asking Questions - what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"questioning-and-asking-questions-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:02","post_modified_gmt":"2024-01-29 10:55:02","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1514","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1448,"post_author":"31","post_date":"2014-11-02 06:59:09","post_date_gmt":"2014-11-02 01:29:09","post_content":"\n
This article is part of the series on \u201cJourney of a coach\u201d covering my experiences as a performance coach. You may have the read an earlier article in the series on \u201cJourney of a coach \u2013 the beginning\u201d<\/a>. The journey continues here...<\/p>\n\n\n\n
Yogi Berra, New York Yankees baseball player (arguably the best catcher of all time) said, \u201cIn theory, there is no difference between theory & practice. But in practice, there is!\u201d So, this article is about the theory & practice of coaching for performance \u2013 not baseball players but people managing software projects.<\/p>\n\n\n\n
In my context, the \u201ctheory\u201d was mostly \u201cCoaching for Performance\u201d by John Whitmore (by the way, there is another article of mine on Whitmore<\/a> if you are interested). The \u201cpractice\u201d was, of course, my actual experiences over the years.<\/p>\n\n\n\n
A caveat \u2013 I am not here to debunk theory and hail practice - as a cardiac surgeon might! I have a great deal of respect for Whitmore\u2019s book on Coaching for Performance. The book provided a solid reference and a practical guide for my work as a coach all these years.<\/p>\n\n\n\n
However, I do have my own \u201cinterpretations\u201d and \u201cextensions\u201d of the theory in actual practice which I wish to share. I will use the diagram below which shows the context for coaching.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
You can see the \u201ccircles of influence\u201d around the coachee which would have a bearing on coaching and its effectiveness. We will cover each of these circles with examples. Note that the coach\u2019s experience, beliefs and perceptions are also significant in the context in addition to his skills for coaching.<\/p>\n\n\n\n
Circle #1: Are all situations \u201ccoaching situations\u201d?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The first circle of influence is the coaching situation faced by the coachee at work. For example, it could be that he is recently promoted and finds gaining acceptance in his team a challenge.<\/p>\n\n\n\n
The question is whether all such work situations are amenable for coaching - whether you are the manager of the coachee or an external coach. If you follow the \u201ctheory\u201d (that is Whitmore), a coaching style can become the default management style of the entire organization for all occasions.<\/p>\n\n\n\n
In other words, all manager-reportee interactions can naturally follow the coaching style \u2013 the manager following the sequence of helping his reportee to identify the goal he is seeking to achieve, assess the current state of affairs, consider the available options to achieve the goal and making the commitment-making to make it happen.<\/p>\n\n\n\n
That is all very well, but what if you are a commando fighting a guerrilla war in a jungle and see a metal tube from the foliage pointing at you. Your commander (\u201cmanager\u201d) is not going to coach you through the situation, is he?<\/p>\n\n\n\n
There are also other equivalent (but less extreme) situations at work when time is of essence and all that the coachee needs is information or simple direction (like for example, how to balance staff loading in a project schedule).<\/p>\n\n\n\n
So, my interpretation of theory is that there is better pay-off of coaching in some situations than others. However, there are many, many work situations wherein the quality of work<\/b> or results<\/b> is very important, the learning<\/b> for the coachee very important and it is not an emergency<\/b>. Coaching is very relevant in those cases.<\/p>\n\n\n\n
Circle #2: Are people always receptive to coaching?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The next circle of influence is relating to how receptive people are to coaching even if their work situation was amenable for it.<\/p>\n\n\n\n
Are they motivated enough to become more aware<\/b> and take responsibility<\/b> by themselves and not just because their employer has enrolled them in a training & coaching program?<\/p>\n\n\n\n
Maslow\u2019s theory is that motivation is linked to the stage an individual is at in a hierarchy of needs (see diagram below from Whitmore\u2019s Coaching for Performance). Note that Whitmore has split Maslow\u2019s Esteem stage into two \u2013 Esteem from others and Self-esteem.<\/p>\n\n\n\n
At the stage of Esteem from others, one is looking \u201cexternal\u201d recognition and prestige as motivators. At the stage of Self-esteem, external motivators tend to become less important. More important is the need to make a difference and being empowered to do so enhancing self-esteem. This self-esteem stage is where coaching makes the biggest impact for personal growth.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
Source: Coaching for Performance by John Whitmore<\/i><\/p>\n\n\n\n
There are a few more \u201ccircles\u201d to cover which we will in Part II of the article.<\/p>\n\n\n\n
Till then...<\/p>\n","post_title":"Journey of a coach - theory & practice (Part I)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-i","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:34","post_modified_gmt":"2024-01-29 10:55:34","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1521,"post_author":"26","post_date":"2014-10-30 10:57:02","post_date_gmt":"2014-10-30 05:27:02","post_content":"\n
$\"Network_whenhow2\"$ <\/a><\/figure>\n\n\n\n
One is never without a network and if you are reading this - it may be more to know how to grow it and\/or to overcome obstacles, often due to one's level comfort with so called \"networking\".<\/p>\n\n\n\n
If you look at how you:<\/p>\n\n\n\n
\n
got the opportunity to work in your current position<\/li>\n\n\n\n
got into your college\/school<\/li>\n\n\n\n
got your house on rent or bought your apartment<\/li>\n<\/ul>\n\n\n\n
you will see that a network - formal, informal or virtual (internet based) was at play.<\/p>\n\n\n\n
I will focus on growing your professional network and a few simple steps for it and not delve into specifics of social media, as all of you would be familiar with it.<\/p>\n\n\n\n
First, start with your existing network - which will be your current and past colleagues, your college and school alumni, friends and family. See that you stay in touch with them, by meeting them up or electronically, if you are not in touch start right away. Sending greetings for important occasions, festivals and events is a good way to start. Make it a point to call a few of them over the commute\/ weekends and work on the complete list slowly and steadily, start at top the list again once you complete it.<\/p>\n\n\n\n
What if you need to ask for a reference or a favor from a person with whom you are not in regular touch. The best way to is to be honest, there is no point in coming up with a phony reason to get in touch with them and ask for what you want. Your honesty will be appreciated, after that do thank them and make an effort to stay in touch with them. See that your nurture this set of contacts where you have already made a start.<\/p>\n\n\n\n
Once, when I was looking out for a job using my network, I made it a point to call and thank all those who forwarded my resume to their contacts and I sent a book as a gift to thank all those contacts whose help took me to the interview stage. I did it without any motive and what amazed me was the warmth from these contacts in all my future interactions.<\/p>\n\n\n\n
Second area to focus on are the professional events - there will be events where your technical or managerial domain will be the focus. You may be sponsored\/encouraged by your organizations to attend them, do not let is pass citing an excuse of being busy. Do make time to attend a few of them. If you find that you do not have this opportunity then see that you find such events and enroll yourself.<\/p>\n\n\n\n
In my experience these events certainly help you make a few contacts, you will always find a few persons whom you will find interesting and knowledgeable and connect effortlessly. The key is to nurture this - see that you follow-up with a mail and\/or a call.<\/p>\n\n\n\n
If you are the type who feels inhibited to make an opening, then do not worry. I was advised by one of my mentors to just listen and not worry about talking and enjoy being there. If you listen and observe intently you will find yourself talking soon. Your focus on the interactions and not on your perceived ability, does the trick. Try it a couple of times and see for yourself.<\/p>\n\n\n\n
Lastly, for anything to succeed one has to have the desire, then comes the effort and discipline for achieving it. A small progress or a step with positive result, is the best encouragement for you to strive towards your goals. Do ponder on your actions and results to stay focused on continuing to do this.<\/p>\n\n\n\n
One related question I hear from many of my coachees is \"visibility\" within the organization. More on that in a later post.<\/p>\n","post_title":"Networking - when and how to begin?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"networking-when-and-how-to-begin","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:58","post_modified_gmt":"2024-01-29 14:50:58","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1521","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1517,"post_author":"30","post_date":"2014-10-29 09:30:26","post_date_gmt":"2014-10-29 04:00:26","post_content":"\n
$\"sell-it\"$ <\/a><\/figure>\n\n\n\n
As a child, I used to come up with various ideas for almost anything, and ask for Rs. 1000\/- per idea. Being a child, nobody would want to pay money, that too a thousand Rupees \u2013 but, I would get something else as an appreciation for my efforts. A toffee, a cone ice cream etc.<\/p>\n\n\n\n
Further on, when I used to be active in small groups, selling was more of ideas and to get the team to converge on something, that the group can take as an action.<\/p>\n\n\n\n
As a team leader, I needed to sell the vision of the project to the team, to get everybody\u2019s buy in.<\/p>\n\n\n\n
More recently, I have been in contact with many aspiring and active entrepreneurs. Selling is something that they do with every breath.<\/p>\n\n\n\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 10 of 12 Previous 1 … 9 10 11 12 Next

\n
In summary, as a practicing coach, you are bound to run into situations like the ones above which make you stop and ponder as to what extent theory can lead practice! You may need to introspect and think of newer ways of extending \u201ctheory\u201d or just use good old common sense and move on! At PM Power, we have the coaches\u2019 conclave where these situations are discussed to see how best to help the coachee considering all the circles of influence. It has significantly helped our coaches in specific situations and in honing their coaching skills in general.<\/p>\n\n\n\n
We invite you to share your coaching experiences (as a coach or a coachee) and we would be happy to share our perspectives which may be of help. You may reach us at info@pm-powerconsulting.com.<\/p>\n","post_title":"Journey of a coach - theory & practice (Part II)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-ii","to_ping":"","pinged":"","post_modified":"2024-01-29 10:54:32","post_modified_gmt":"2024-01-29 10:54:32","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1456","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1514,"post_author":"31","post_date":"2014-11-02 12:24:22","post_date_gmt":"2014-11-02 06:54:22","post_content":"\n
A speaker finishes a great speech \u2013 at least, HE thinks it is great! He then asks, \u201cAny questions?\u201d What does he expect? If I were him, I would expect the audience to demonstrate a level of understanding of what the speech was all about and ask meaningful questions - clarifying the ground covered and even extending from there.<\/p>\n\n\n\n
These are situations where one actually wants to be questioned to get a sense a satisfaction that the effort (the speech, in this case) has been worthwhile. But there are other situations where being questioned has a very negative connotation. It implies questioning the ability of the person being questioned or the work that he has done.<\/p>\n\n\n\n
The important thing is that the intent of questioning should be to seek understanding rather than putting down someone. Hence, even the tone of questioning is very important. Consider the difference between, \u201cWhy did you do THAT?\u201d and \u201cWhat are your reasons for doing THAT?\u201d<\/p>\n\n\n\n
The tone of the former question is judgmental while the same question asked differently demonstrates an openness and a neutral tone. The tone is important because it can either put people off & make them defensive or it can make them relaxed and explain their rationale for an idea or a course of action.<\/p>\n\n\n\n
From the above, it follows that there is a big difference between \u201cquestioning\u201d and \u201casking questions\u201d.<\/p>\n\n\n\n
$\"image\"$ <\/figure>\n\n\n\n
In the work context, a manager who adopts an approach of \u201casking questions\u201d enables an environment where his reportees apply their mind to the situation at hand and exercise their best judgment on the right course of action.<\/p>\n\n\n\n
The manager can use questions to expand the reportee\u2019s thinking and make him aware of aspects he may not have thought of (instead of just instructing him what to do).<\/p>\n\n\n\n
Hence asking questions contributes to the reportee\u2019s overall development and ability to deal with situations with minimal oversight. Equally important, it enables greater responsibility on the part of the reportee so that the implementation aspects of his suggestions are fully owned by him.<\/p>\n\n\n\n
Through this, the manager\u2019s time is also freed up from routine oversight functions to take up important but not urgent tasks.<\/p>\n\n\n\n
In a highly dynamic world, the approach of \u201casking questions\u201d is not just \u201ca nice to have\u201d but an imperative to empower people and ensure that the organization as a whole responds fast to changes in the environment.<\/p>\n\n\n\n
\u201cAsking questions\u201d is an essential part of the tool set of a coach who may be the line manager himself. You consciously adopt the approach for improving the \u201cawareness\u201d of the coachee and therefore, open his mind to his perceptions & other possibilities and take \u201cresponsibility\u201d for the options for actions that he chooses.<\/p>\n\n\n\n
Finally, adopting the approach of \u201casking questions\u201d needs a complementing skill which is ACTIVE listening. A coach cannot sustain a session of asking questions without actually listening well, understanding and re-phrasing of what the coachee says.<\/p>\n\n\n\n
As with most things in life, practice makes perfect \u2013 it takes time and experience to hone the approach of asking questions and the skill of active listening. But they can indeed be developed for individual and organizational benefit. The time to start is NOW!<\/p>\n","post_title":"Questioning and Asking Questions - what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"questioning-and-asking-questions-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:02","post_modified_gmt":"2024-01-29 10:55:02","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1514","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1448,"post_author":"31","post_date":"2014-11-02 06:59:09","post_date_gmt":"2014-11-02 01:29:09","post_content":"\n
This article is part of the series on \u201cJourney of a coach\u201d covering my experiences as a performance coach. You may have the read an earlier article in the series on \u201cJourney of a coach \u2013 the beginning\u201d<\/a>. The journey continues here...<\/p>\n\n\n\n
Yogi Berra, New York Yankees baseball player (arguably the best catcher of all time) said, \u201cIn theory, there is no difference between theory & practice. But in practice, there is!\u201d So, this article is about the theory & practice of coaching for performance \u2013 not baseball players but people managing software projects.<\/p>\n\n\n\n
In my context, the \u201ctheory\u201d was mostly \u201cCoaching for Performance\u201d by John Whitmore (by the way, there is another article of mine on Whitmore<\/a> if you are interested). The \u201cpractice\u201d was, of course, my actual experiences over the years.<\/p>\n\n\n\n
A caveat \u2013 I am not here to debunk theory and hail practice - as a cardiac surgeon might! I have a great deal of respect for Whitmore\u2019s book on Coaching for Performance. The book provided a solid reference and a practical guide for my work as a coach all these years.<\/p>\n\n\n\n
However, I do have my own \u201cinterpretations\u201d and \u201cextensions\u201d of the theory in actual practice which I wish to share. I will use the diagram below which shows the context for coaching.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
You can see the \u201ccircles of influence\u201d around the coachee which would have a bearing on coaching and its effectiveness. We will cover each of these circles with examples. Note that the coach\u2019s experience, beliefs and perceptions are also significant in the context in addition to his skills for coaching.<\/p>\n\n\n\n
Circle #1: Are all situations \u201ccoaching situations\u201d?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The first circle of influence is the coaching situation faced by the coachee at work. For example, it could be that he is recently promoted and finds gaining acceptance in his team a challenge.<\/p>\n\n\n\n
The question is whether all such work situations are amenable for coaching - whether you are the manager of the coachee or an external coach. If you follow the \u201ctheory\u201d (that is Whitmore), a coaching style can become the default management style of the entire organization for all occasions.<\/p>\n\n\n\n
In other words, all manager-reportee interactions can naturally follow the coaching style \u2013 the manager following the sequence of helping his reportee to identify the goal he is seeking to achieve, assess the current state of affairs, consider the available options to achieve the goal and making the commitment-making to make it happen.<\/p>\n\n\n\n
That is all very well, but what if you are a commando fighting a guerrilla war in a jungle and see a metal tube from the foliage pointing at you. Your commander (\u201cmanager\u201d) is not going to coach you through the situation, is he?<\/p>\n\n\n\n
There are also other equivalent (but less extreme) situations at work when time is of essence and all that the coachee needs is information or simple direction (like for example, how to balance staff loading in a project schedule).<\/p>\n\n\n\n
So, my interpretation of theory is that there is better pay-off of coaching in some situations than others. However, there are many, many work situations wherein the quality of work<\/b> or results<\/b> is very important, the learning<\/b> for the coachee very important and it is not an emergency<\/b>. Coaching is very relevant in those cases.<\/p>\n\n\n\n
Circle #2: Are people always receptive to coaching?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The next circle of influence is relating to how receptive people are to coaching even if their work situation was amenable for it.<\/p>\n\n\n\n
Are they motivated enough to become more aware<\/b> and take responsibility<\/b> by themselves and not just because their employer has enrolled them in a training & coaching program?<\/p>\n\n\n\n
Maslow\u2019s theory is that motivation is linked to the stage an individual is at in a hierarchy of needs (see diagram below from Whitmore\u2019s Coaching for Performance). Note that Whitmore has split Maslow\u2019s Esteem stage into two \u2013 Esteem from others and Self-esteem.<\/p>\n\n\n\n
At the stage of Esteem from others, one is looking \u201cexternal\u201d recognition and prestige as motivators. At the stage of Self-esteem, external motivators tend to become less important. More important is the need to make a difference and being empowered to do so enhancing self-esteem. This self-esteem stage is where coaching makes the biggest impact for personal growth.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
Source: Coaching for Performance by John Whitmore<\/i><\/p>\n\n\n\n
There are a few more \u201ccircles\u201d to cover which we will in Part II of the article.<\/p>\n\n\n\n
Till then...<\/p>\n","post_title":"Journey of a coach - theory & practice (Part I)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-i","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:34","post_modified_gmt":"2024-01-29 10:55:34","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1521,"post_author":"26","post_date":"2014-10-30 10:57:02","post_date_gmt":"2014-10-30 05:27:02","post_content":"\n
$\"Network_whenhow2\"$ <\/a><\/figure>\n\n\n\n
One is never without a network and if you are reading this - it may be more to know how to grow it and\/or to overcome obstacles, often due to one's level comfort with so called \"networking\".<\/p>\n\n\n\n
If you look at how you:<\/p>\n\n\n\n
\n
got the opportunity to work in your current position<\/li>\n\n\n\n
got into your college\/school<\/li>\n\n\n\n
got your house on rent or bought your apartment<\/li>\n<\/ul>\n\n\n\n
you will see that a network - formal, informal or virtual (internet based) was at play.<\/p>\n\n\n\n
I will focus on growing your professional network and a few simple steps for it and not delve into specifics of social media, as all of you would be familiar with it.<\/p>\n\n\n\n
First, start with your existing network - which will be your current and past colleagues, your college and school alumni, friends and family. See that you stay in touch with them, by meeting them up or electronically, if you are not in touch start right away. Sending greetings for important occasions, festivals and events is a good way to start. Make it a point to call a few of them over the commute\/ weekends and work on the complete list slowly and steadily, start at top the list again once you complete it.<\/p>\n\n\n\n
What if you need to ask for a reference or a favor from a person with whom you are not in regular touch. The best way to is to be honest, there is no point in coming up with a phony reason to get in touch with them and ask for what you want. Your honesty will be appreciated, after that do thank them and make an effort to stay in touch with them. See that your nurture this set of contacts where you have already made a start.<\/p>\n\n\n\n
Once, when I was looking out for a job using my network, I made it a point to call and thank all those who forwarded my resume to their contacts and I sent a book as a gift to thank all those contacts whose help took me to the interview stage. I did it without any motive and what amazed me was the warmth from these contacts in all my future interactions.<\/p>\n\n\n\n
Second area to focus on are the professional events - there will be events where your technical or managerial domain will be the focus. You may be sponsored\/encouraged by your organizations to attend them, do not let is pass citing an excuse of being busy. Do make time to attend a few of them. If you find that you do not have this opportunity then see that you find such events and enroll yourself.<\/p>\n\n\n\n
In my experience these events certainly help you make a few contacts, you will always find a few persons whom you will find interesting and knowledgeable and connect effortlessly. The key is to nurture this - see that you follow-up with a mail and\/or a call.<\/p>\n\n\n\n
If you are the type who feels inhibited to make an opening, then do not worry. I was advised by one of my mentors to just listen and not worry about talking and enjoy being there. If you listen and observe intently you will find yourself talking soon. Your focus on the interactions and not on your perceived ability, does the trick. Try it a couple of times and see for yourself.<\/p>\n\n\n\n
Lastly, for anything to succeed one has to have the desire, then comes the effort and discipline for achieving it. A small progress or a step with positive result, is the best encouragement for you to strive towards your goals. Do ponder on your actions and results to stay focused on continuing to do this.<\/p>\n\n\n\n
One related question I hear from many of my coachees is \"visibility\" within the organization. More on that in a later post.<\/p>\n","post_title":"Networking - when and how to begin?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"networking-when-and-how-to-begin","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:58","post_modified_gmt":"2024-01-29 14:50:58","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1521","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1517,"post_author":"30","post_date":"2014-10-29 09:30:26","post_date_gmt":"2014-10-29 04:00:26","post_content":"\n
$\"sell-it\"$ <\/a><\/figure>\n\n\n\n
As a child, I used to come up with various ideas for almost anything, and ask for Rs. 1000\/- per idea. Being a child, nobody would want to pay money, that too a thousand Rupees \u2013 but, I would get something else as an appreciation for my efforts. A toffee, a cone ice cream etc.<\/p>\n\n\n\n
Further on, when I used to be active in small groups, selling was more of ideas and to get the team to converge on something, that the group can take as an action.<\/p>\n\n\n\n
As a team leader, I needed to sell the vision of the project to the team, to get everybody\u2019s buy in.<\/p>\n\n\n\n
More recently, I have been in contact with many aspiring and active entrepreneurs. Selling is something that they do with every breath.<\/p>\n\n\n\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 10 of 12 Previous 1 … 9 10 11 12 Next

\n
A related aspect is also the organizational environment in which the coachee works \u2013 over & above his immediate work\/role discussed above. In sports coaching, the strong individual motivation is a given and the coachee has a great deal of control over what he can and cannot do to enhance his performance. The circumstances for software project managers are different. Their GROW model is in the context of an organization with its culture, policies, processes and so on. As a coach, I have encountered some real challenges here \u2013 the Project Manager may be aspiring to do something of value in his project but his line management and work environment may not be supportive. Some organizational policies can be insensitive to people and even draconian. In one software development organization, if project team members logged in less than 40 hours per week of approved work, there would be automatic cuts in their pay while the significant additional work needed at other times went scarcely noticed! How can one be expected to learn and enjoy their work in such an environment? In such cases, we do bring it up with the line management for addressing them and offer our help as well. To be honest, it worked sometimes and it did not in as many cases.<\/p>\n\n\n\n
In summary, as a practicing coach, you are bound to run into situations like the ones above which make you stop and ponder as to what extent theory can lead practice! You may need to introspect and think of newer ways of extending \u201ctheory\u201d or just use good old common sense and move on! At PM Power, we have the coaches\u2019 conclave where these situations are discussed to see how best to help the coachee considering all the circles of influence. It has significantly helped our coaches in specific situations and in honing their coaching skills in general.<\/p>\n\n\n\n
We invite you to share your coaching experiences (as a coach or a coachee) and we would be happy to share our perspectives which may be of help. You may reach us at info@pm-powerconsulting.com.<\/p>\n","post_title":"Journey of a coach - theory & practice (Part II)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-ii","to_ping":"","pinged":"","post_modified":"2024-01-29 10:54:32","post_modified_gmt":"2024-01-29 10:54:32","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1456","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1514,"post_author":"31","post_date":"2014-11-02 12:24:22","post_date_gmt":"2014-11-02 06:54:22","post_content":"\n
A speaker finishes a great speech \u2013 at least, HE thinks it is great! He then asks, \u201cAny questions?\u201d What does he expect? If I were him, I would expect the audience to demonstrate a level of understanding of what the speech was all about and ask meaningful questions - clarifying the ground covered and even extending from there.<\/p>\n\n\n\n
These are situations where one actually wants to be questioned to get a sense a satisfaction that the effort (the speech, in this case) has been worthwhile. But there are other situations where being questioned has a very negative connotation. It implies questioning the ability of the person being questioned or the work that he has done.<\/p>\n\n\n\n
The important thing is that the intent of questioning should be to seek understanding rather than putting down someone. Hence, even the tone of questioning is very important. Consider the difference between, \u201cWhy did you do THAT?\u201d and \u201cWhat are your reasons for doing THAT?\u201d<\/p>\n\n\n\n
The tone of the former question is judgmental while the same question asked differently demonstrates an openness and a neutral tone. The tone is important because it can either put people off & make them defensive or it can make them relaxed and explain their rationale for an idea or a course of action.<\/p>\n\n\n\n
From the above, it follows that there is a big difference between \u201cquestioning\u201d and \u201casking questions\u201d.<\/p>\n\n\n\n
$\"image\"$ <\/figure>\n\n\n\n
In the work context, a manager who adopts an approach of \u201casking questions\u201d enables an environment where his reportees apply their mind to the situation at hand and exercise their best judgment on the right course of action.<\/p>\n\n\n\n
The manager can use questions to expand the reportee\u2019s thinking and make him aware of aspects he may not have thought of (instead of just instructing him what to do).<\/p>\n\n\n\n
Hence asking questions contributes to the reportee\u2019s overall development and ability to deal with situations with minimal oversight. Equally important, it enables greater responsibility on the part of the reportee so that the implementation aspects of his suggestions are fully owned by him.<\/p>\n\n\n\n
Through this, the manager\u2019s time is also freed up from routine oversight functions to take up important but not urgent tasks.<\/p>\n\n\n\n
In a highly dynamic world, the approach of \u201casking questions\u201d is not just \u201ca nice to have\u201d but an imperative to empower people and ensure that the organization as a whole responds fast to changes in the environment.<\/p>\n\n\n\n
\u201cAsking questions\u201d is an essential part of the tool set of a coach who may be the line manager himself. You consciously adopt the approach for improving the \u201cawareness\u201d of the coachee and therefore, open his mind to his perceptions & other possibilities and take \u201cresponsibility\u201d for the options for actions that he chooses.<\/p>\n\n\n\n
Finally, adopting the approach of \u201casking questions\u201d needs a complementing skill which is ACTIVE listening. A coach cannot sustain a session of asking questions without actually listening well, understanding and re-phrasing of what the coachee says.<\/p>\n\n\n\n
As with most things in life, practice makes perfect \u2013 it takes time and experience to hone the approach of asking questions and the skill of active listening. But they can indeed be developed for individual and organizational benefit. The time to start is NOW!<\/p>\n","post_title":"Questioning and Asking Questions - what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"questioning-and-asking-questions-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:02","post_modified_gmt":"2024-01-29 10:55:02","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1514","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1448,"post_author":"31","post_date":"2014-11-02 06:59:09","post_date_gmt":"2014-11-02 01:29:09","post_content":"\n
This article is part of the series on \u201cJourney of a coach\u201d covering my experiences as a performance coach. You may have the read an earlier article in the series on \u201cJourney of a coach \u2013 the beginning\u201d<\/a>. The journey continues here...<\/p>\n\n\n\n
Yogi Berra, New York Yankees baseball player (arguably the best catcher of all time) said, \u201cIn theory, there is no difference between theory & practice. But in practice, there is!\u201d So, this article is about the theory & practice of coaching for performance \u2013 not baseball players but people managing software projects.<\/p>\n\n\n\n
In my context, the \u201ctheory\u201d was mostly \u201cCoaching for Performance\u201d by John Whitmore (by the way, there is another article of mine on Whitmore<\/a> if you are interested). The \u201cpractice\u201d was, of course, my actual experiences over the years.<\/p>\n\n\n\n
A caveat \u2013 I am not here to debunk theory and hail practice - as a cardiac surgeon might! I have a great deal of respect for Whitmore\u2019s book on Coaching for Performance. The book provided a solid reference and a practical guide for my work as a coach all these years.<\/p>\n\n\n\n
However, I do have my own \u201cinterpretations\u201d and \u201cextensions\u201d of the theory in actual practice which I wish to share. I will use the diagram below which shows the context for coaching.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
You can see the \u201ccircles of influence\u201d around the coachee which would have a bearing on coaching and its effectiveness. We will cover each of these circles with examples. Note that the coach\u2019s experience, beliefs and perceptions are also significant in the context in addition to his skills for coaching.<\/p>\n\n\n\n
Circle #1: Are all situations \u201ccoaching situations\u201d?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The first circle of influence is the coaching situation faced by the coachee at work. For example, it could be that he is recently promoted and finds gaining acceptance in his team a challenge.<\/p>\n\n\n\n
The question is whether all such work situations are amenable for coaching - whether you are the manager of the coachee or an external coach. If you follow the \u201ctheory\u201d (that is Whitmore), a coaching style can become the default management style of the entire organization for all occasions.<\/p>\n\n\n\n
In other words, all manager-reportee interactions can naturally follow the coaching style \u2013 the manager following the sequence of helping his reportee to identify the goal he is seeking to achieve, assess the current state of affairs, consider the available options to achieve the goal and making the commitment-making to make it happen.<\/p>\n\n\n\n
That is all very well, but what if you are a commando fighting a guerrilla war in a jungle and see a metal tube from the foliage pointing at you. Your commander (\u201cmanager\u201d) is not going to coach you through the situation, is he?<\/p>\n\n\n\n
There are also other equivalent (but less extreme) situations at work when time is of essence and all that the coachee needs is information or simple direction (like for example, how to balance staff loading in a project schedule).<\/p>\n\n\n\n
So, my interpretation of theory is that there is better pay-off of coaching in some situations than others. However, there are many, many work situations wherein the quality of work<\/b> or results<\/b> is very important, the learning<\/b> for the coachee very important and it is not an emergency<\/b>. Coaching is very relevant in those cases.<\/p>\n\n\n\n
Circle #2: Are people always receptive to coaching?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The next circle of influence is relating to how receptive people are to coaching even if their work situation was amenable for it.<\/p>\n\n\n\n
Are they motivated enough to become more aware<\/b> and take responsibility<\/b> by themselves and not just because their employer has enrolled them in a training & coaching program?<\/p>\n\n\n\n
Maslow\u2019s theory is that motivation is linked to the stage an individual is at in a hierarchy of needs (see diagram below from Whitmore\u2019s Coaching for Performance). Note that Whitmore has split Maslow\u2019s Esteem stage into two \u2013 Esteem from others and Self-esteem.<\/p>\n\n\n\n
At the stage of Esteem from others, one is looking \u201cexternal\u201d recognition and prestige as motivators. At the stage of Self-esteem, external motivators tend to become less important. More important is the need to make a difference and being empowered to do so enhancing self-esteem. This self-esteem stage is where coaching makes the biggest impact for personal growth.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
Source: Coaching for Performance by John Whitmore<\/i><\/p>\n\n\n\n
There are a few more \u201ccircles\u201d to cover which we will in Part II of the article.<\/p>\n\n\n\n
Till then...<\/p>\n","post_title":"Journey of a coach - theory & practice (Part I)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-i","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:34","post_modified_gmt":"2024-01-29 10:55:34","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1521,"post_author":"26","post_date":"2014-10-30 10:57:02","post_date_gmt":"2014-10-30 05:27:02","post_content":"\n
$\"Network_whenhow2\"$ <\/a><\/figure>\n\n\n\n
One is never without a network and if you are reading this - it may be more to know how to grow it and\/or to overcome obstacles, often due to one's level comfort with so called \"networking\".<\/p>\n\n\n\n
If you look at how you:<\/p>\n\n\n\n
\n
got the opportunity to work in your current position<\/li>\n\n\n\n
got into your college\/school<\/li>\n\n\n\n
got your house on rent or bought your apartment<\/li>\n<\/ul>\n\n\n\n
you will see that a network - formal, informal or virtual (internet based) was at play.<\/p>\n\n\n\n
I will focus on growing your professional network and a few simple steps for it and not delve into specifics of social media, as all of you would be familiar with it.<\/p>\n\n\n\n
First, start with your existing network - which will be your current and past colleagues, your college and school alumni, friends and family. See that you stay in touch with them, by meeting them up or electronically, if you are not in touch start right away. Sending greetings for important occasions, festivals and events is a good way to start. Make it a point to call a few of them over the commute\/ weekends and work on the complete list slowly and steadily, start at top the list again once you complete it.<\/p>\n\n\n\n
What if you need to ask for a reference or a favor from a person with whom you are not in regular touch. The best way to is to be honest, there is no point in coming up with a phony reason to get in touch with them and ask for what you want. Your honesty will be appreciated, after that do thank them and make an effort to stay in touch with them. See that your nurture this set of contacts where you have already made a start.<\/p>\n\n\n\n
Once, when I was looking out for a job using my network, I made it a point to call and thank all those who forwarded my resume to their contacts and I sent a book as a gift to thank all those contacts whose help took me to the interview stage. I did it without any motive and what amazed me was the warmth from these contacts in all my future interactions.<\/p>\n\n\n\n
Second area to focus on are the professional events - there will be events where your technical or managerial domain will be the focus. You may be sponsored\/encouraged by your organizations to attend them, do not let is pass citing an excuse of being busy. Do make time to attend a few of them. If you find that you do not have this opportunity then see that you find such events and enroll yourself.<\/p>\n\n\n\n
In my experience these events certainly help you make a few contacts, you will always find a few persons whom you will find interesting and knowledgeable and connect effortlessly. The key is to nurture this - see that you follow-up with a mail and\/or a call.<\/p>\n\n\n\n
If you are the type who feels inhibited to make an opening, then do not worry. I was advised by one of my mentors to just listen and not worry about talking and enjoy being there. If you listen and observe intently you will find yourself talking soon. Your focus on the interactions and not on your perceived ability, does the trick. Try it a couple of times and see for yourself.<\/p>\n\n\n\n
Lastly, for anything to succeed one has to have the desire, then comes the effort and discipline for achieving it. A small progress or a step with positive result, is the best encouragement for you to strive towards your goals. Do ponder on your actions and results to stay focused on continuing to do this.<\/p>\n\n\n\n
One related question I hear from many of my coachees is \"visibility\" within the organization. More on that in a later post.<\/p>\n","post_title":"Networking - when and how to begin?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"networking-when-and-how-to-begin","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:58","post_modified_gmt":"2024-01-29 14:50:58","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1521","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1517,"post_author":"30","post_date":"2014-10-29 09:30:26","post_date_gmt":"2014-10-29 04:00:26","post_content":"\n
$\"sell-it\"$ <\/a><\/figure>\n\n\n\n
As a child, I used to come up with various ideas for almost anything, and ask for Rs. 1000\/- per idea. Being a child, nobody would want to pay money, that too a thousand Rupees \u2013 but, I would get something else as an appreciation for my efforts. A toffee, a cone ice cream etc.<\/p>\n\n\n\n
Further on, when I used to be active in small groups, selling was more of ideas and to get the team to converge on something, that the group can take as an action.<\/p>\n\n\n\n
As a team leader, I needed to sell the vision of the project to the team, to get everybody\u2019s buy in.<\/p>\n\n\n\n
More recently, I have been in contact with many aspiring and active entrepreneurs. Selling is something that they do with every breath.<\/p>\n\n\n\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 10 of 12 Previous 1 … 9 10 11 12 Next

\n
The last circle of influence is the coachee\u2019s work. Sometimes, people have told me that they are \u201cstuck\u201d in positions \u2013 say, \u201croutine\u201d software bug fixing and maintenance where there is really no scope for \u201clearning, enjoyment and fulfillment\u201d (you may like to read My Team is not motivated!!!<\/a> by my colleague Prasanna Moses on this). Most of us would agree that there is far less drudgery at work in today\u2019s knowledge-centric world than even just 30 years ago. We would also agree that there is no such thing as 100% \u201csexy\u201d work (unless of course, you are doing breakthrough work of your calling \u2013 say, in quantum computing). So, when coachees complain about their current work\/role and the lack of sexiness thereof, I ask them questions about what makes it boring, what they can do about it and so on \u2013 hopefully making them better aware of interesting possibilities in what they were doing. In some cases, people have hinted to me that they are considering quitting their \u201cboring\u201d job and looking for a reaction. Under such circumstances, to be fair to the coachee and to the coachee\u2019s employer (who is paying my fees!), I would say the best option is to ask the coachee questions exploring his rationale for leaving (without being judgmental on whether it is right or wrong) \u2013 like what does he think leaving the job will achieve, how will it get him closer to his goals, how is he sure that the same problems would not repeat themselves in the new organization and so on. The ultimate decision should be the coachee\u2019s based on introspection triggered by your questions. He may still choose to quit \u2013 but that is another matter! As far as you are concerned as a coach, you have played it fair & square. It is not unthinkable that you as the coach may actually agree with his rationale for seeking another job!<\/p>\n\n\n\n
A related aspect is also the organizational environment in which the coachee works \u2013 over & above his immediate work\/role discussed above. In sports coaching, the strong individual motivation is a given and the coachee has a great deal of control over what he can and cannot do to enhance his performance. The circumstances for software project managers are different. Their GROW model is in the context of an organization with its culture, policies, processes and so on. As a coach, I have encountered some real challenges here \u2013 the Project Manager may be aspiring to do something of value in his project but his line management and work environment may not be supportive. Some organizational policies can be insensitive to people and even draconian. In one software development organization, if project team members logged in less than 40 hours per week of approved work, there would be automatic cuts in their pay while the significant additional work needed at other times went scarcely noticed! How can one be expected to learn and enjoy their work in such an environment? In such cases, we do bring it up with the line management for addressing them and offer our help as well. To be honest, it worked sometimes and it did not in as many cases.<\/p>\n\n\n\n
In summary, as a practicing coach, you are bound to run into situations like the ones above which make you stop and ponder as to what extent theory can lead practice! You may need to introspect and think of newer ways of extending \u201ctheory\u201d or just use good old common sense and move on! At PM Power, we have the coaches\u2019 conclave where these situations are discussed to see how best to help the coachee considering all the circles of influence. It has significantly helped our coaches in specific situations and in honing their coaching skills in general.<\/p>\n\n\n\n
We invite you to share your coaching experiences (as a coach or a coachee) and we would be happy to share our perspectives which may be of help. You may reach us at info@pm-powerconsulting.com.<\/p>\n","post_title":"Journey of a coach - theory & practice (Part II)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-ii","to_ping":"","pinged":"","post_modified":"2024-01-29 10:54:32","post_modified_gmt":"2024-01-29 10:54:32","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1456","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1514,"post_author":"31","post_date":"2014-11-02 12:24:22","post_date_gmt":"2014-11-02 06:54:22","post_content":"\n
A speaker finishes a great speech \u2013 at least, HE thinks it is great! He then asks, \u201cAny questions?\u201d What does he expect? If I were him, I would expect the audience to demonstrate a level of understanding of what the speech was all about and ask meaningful questions - clarifying the ground covered and even extending from there.<\/p>\n\n\n\n
These are situations where one actually wants to be questioned to get a sense a satisfaction that the effort (the speech, in this case) has been worthwhile. But there are other situations where being questioned has a very negative connotation. It implies questioning the ability of the person being questioned or the work that he has done.<\/p>\n\n\n\n
The important thing is that the intent of questioning should be to seek understanding rather than putting down someone. Hence, even the tone of questioning is very important. Consider the difference between, \u201cWhy did you do THAT?\u201d and \u201cWhat are your reasons for doing THAT?\u201d<\/p>\n\n\n\n
The tone of the former question is judgmental while the same question asked differently demonstrates an openness and a neutral tone. The tone is important because it can either put people off & make them defensive or it can make them relaxed and explain their rationale for an idea or a course of action.<\/p>\n\n\n\n
From the above, it follows that there is a big difference between \u201cquestioning\u201d and \u201casking questions\u201d.<\/p>\n\n\n\n
$\"image\"$ <\/figure>\n\n\n\n
In the work context, a manager who adopts an approach of \u201casking questions\u201d enables an environment where his reportees apply their mind to the situation at hand and exercise their best judgment on the right course of action.<\/p>\n\n\n\n
The manager can use questions to expand the reportee\u2019s thinking and make him aware of aspects he may not have thought of (instead of just instructing him what to do).<\/p>\n\n\n\n
Hence asking questions contributes to the reportee\u2019s overall development and ability to deal with situations with minimal oversight. Equally important, it enables greater responsibility on the part of the reportee so that the implementation aspects of his suggestions are fully owned by him.<\/p>\n\n\n\n
Through this, the manager\u2019s time is also freed up from routine oversight functions to take up important but not urgent tasks.<\/p>\n\n\n\n
In a highly dynamic world, the approach of \u201casking questions\u201d is not just \u201ca nice to have\u201d but an imperative to empower people and ensure that the organization as a whole responds fast to changes in the environment.<\/p>\n\n\n\n
\u201cAsking questions\u201d is an essential part of the tool set of a coach who may be the line manager himself. You consciously adopt the approach for improving the \u201cawareness\u201d of the coachee and therefore, open his mind to his perceptions & other possibilities and take \u201cresponsibility\u201d for the options for actions that he chooses.<\/p>\n\n\n\n
Finally, adopting the approach of \u201casking questions\u201d needs a complementing skill which is ACTIVE listening. A coach cannot sustain a session of asking questions without actually listening well, understanding and re-phrasing of what the coachee says.<\/p>\n\n\n\n
As with most things in life, practice makes perfect \u2013 it takes time and experience to hone the approach of asking questions and the skill of active listening. But they can indeed be developed for individual and organizational benefit. The time to start is NOW!<\/p>\n","post_title":"Questioning and Asking Questions - what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"questioning-and-asking-questions-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:02","post_modified_gmt":"2024-01-29 10:55:02","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1514","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1448,"post_author":"31","post_date":"2014-11-02 06:59:09","post_date_gmt":"2014-11-02 01:29:09","post_content":"\n
This article is part of the series on \u201cJourney of a coach\u201d covering my experiences as a performance coach. You may have the read an earlier article in the series on \u201cJourney of a coach \u2013 the beginning\u201d<\/a>. The journey continues here...<\/p>\n\n\n\n
Yogi Berra, New York Yankees baseball player (arguably the best catcher of all time) said, \u201cIn theory, there is no difference between theory & practice. But in practice, there is!\u201d So, this article is about the theory & practice of coaching for performance \u2013 not baseball players but people managing software projects.<\/p>\n\n\n\n
In my context, the \u201ctheory\u201d was mostly \u201cCoaching for Performance\u201d by John Whitmore (by the way, there is another article of mine on Whitmore<\/a> if you are interested). The \u201cpractice\u201d was, of course, my actual experiences over the years.<\/p>\n\n\n\n
A caveat \u2013 I am not here to debunk theory and hail practice - as a cardiac surgeon might! I have a great deal of respect for Whitmore\u2019s book on Coaching for Performance. The book provided a solid reference and a practical guide for my work as a coach all these years.<\/p>\n\n\n\n
However, I do have my own \u201cinterpretations\u201d and \u201cextensions\u201d of the theory in actual practice which I wish to share. I will use the diagram below which shows the context for coaching.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
You can see the \u201ccircles of influence\u201d around the coachee which would have a bearing on coaching and its effectiveness. We will cover each of these circles with examples. Note that the coach\u2019s experience, beliefs and perceptions are also significant in the context in addition to his skills for coaching.<\/p>\n\n\n\n
Circle #1: Are all situations \u201ccoaching situations\u201d?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The first circle of influence is the coaching situation faced by the coachee at work. For example, it could be that he is recently promoted and finds gaining acceptance in his team a challenge.<\/p>\n\n\n\n
The question is whether all such work situations are amenable for coaching - whether you are the manager of the coachee or an external coach. If you follow the \u201ctheory\u201d (that is Whitmore), a coaching style can become the default management style of the entire organization for all occasions.<\/p>\n\n\n\n
In other words, all manager-reportee interactions can naturally follow the coaching style \u2013 the manager following the sequence of helping his reportee to identify the goal he is seeking to achieve, assess the current state of affairs, consider the available options to achieve the goal and making the commitment-making to make it happen.<\/p>\n\n\n\n
That is all very well, but what if you are a commando fighting a guerrilla war in a jungle and see a metal tube from the foliage pointing at you. Your commander (\u201cmanager\u201d) is not going to coach you through the situation, is he?<\/p>\n\n\n\n
There are also other equivalent (but less extreme) situations at work when time is of essence and all that the coachee needs is information or simple direction (like for example, how to balance staff loading in a project schedule).<\/p>\n\n\n\n
So, my interpretation of theory is that there is better pay-off of coaching in some situations than others. However, there are many, many work situations wherein the quality of work<\/b> or results<\/b> is very important, the learning<\/b> for the coachee very important and it is not an emergency<\/b>. Coaching is very relevant in those cases.<\/p>\n\n\n\n
Circle #2: Are people always receptive to coaching?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The next circle of influence is relating to how receptive people are to coaching even if their work situation was amenable for it.<\/p>\n\n\n\n
Are they motivated enough to become more aware<\/b> and take responsibility<\/b> by themselves and not just because their employer has enrolled them in a training & coaching program?<\/p>\n\n\n\n
Maslow\u2019s theory is that motivation is linked to the stage an individual is at in a hierarchy of needs (see diagram below from Whitmore\u2019s Coaching for Performance). Note that Whitmore has split Maslow\u2019s Esteem stage into two \u2013 Esteem from others and Self-esteem.<\/p>\n\n\n\n
At the stage of Esteem from others, one is looking \u201cexternal\u201d recognition and prestige as motivators. At the stage of Self-esteem, external motivators tend to become less important. More important is the need to make a difference and being empowered to do so enhancing self-esteem. This self-esteem stage is where coaching makes the biggest impact for personal growth.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
Source: Coaching for Performance by John Whitmore<\/i><\/p>\n\n\n\n
There are a few more \u201ccircles\u201d to cover which we will in Part II of the article.<\/p>\n\n\n\n
Till then...<\/p>\n","post_title":"Journey of a coach - theory & practice (Part I)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-i","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:34","post_modified_gmt":"2024-01-29 10:55:34","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1521,"post_author":"26","post_date":"2014-10-30 10:57:02","post_date_gmt":"2014-10-30 05:27:02","post_content":"\n
$\"Network_whenhow2\"$ <\/a><\/figure>\n\n\n\n
One is never without a network and if you are reading this - it may be more to know how to grow it and\/or to overcome obstacles, often due to one's level comfort with so called \"networking\".<\/p>\n\n\n\n
If you look at how you:<\/p>\n\n\n\n
\n
got the opportunity to work in your current position<\/li>\n\n\n\n
got into your college\/school<\/li>\n\n\n\n
got your house on rent or bought your apartment<\/li>\n<\/ul>\n\n\n\n
you will see that a network - formal, informal or virtual (internet based) was at play.<\/p>\n\n\n\n
I will focus on growing your professional network and a few simple steps for it and not delve into specifics of social media, as all of you would be familiar with it.<\/p>\n\n\n\n
First, start with your existing network - which will be your current and past colleagues, your college and school alumni, friends and family. See that you stay in touch with them, by meeting them up or electronically, if you are not in touch start right away. Sending greetings for important occasions, festivals and events is a good way to start. Make it a point to call a few of them over the commute\/ weekends and work on the complete list slowly and steadily, start at top the list again once you complete it.<\/p>\n\n\n\n
What if you need to ask for a reference or a favor from a person with whom you are not in regular touch. The best way to is to be honest, there is no point in coming up with a phony reason to get in touch with them and ask for what you want. Your honesty will be appreciated, after that do thank them and make an effort to stay in touch with them. See that your nurture this set of contacts where you have already made a start.<\/p>\n\n\n\n
Once, when I was looking out for a job using my network, I made it a point to call and thank all those who forwarded my resume to their contacts and I sent a book as a gift to thank all those contacts whose help took me to the interview stage. I did it without any motive and what amazed me was the warmth from these contacts in all my future interactions.<\/p>\n\n\n\n
Second area to focus on are the professional events - there will be events where your technical or managerial domain will be the focus. You may be sponsored\/encouraged by your organizations to attend them, do not let is pass citing an excuse of being busy. Do make time to attend a few of them. If you find that you do not have this opportunity then see that you find such events and enroll yourself.<\/p>\n\n\n\n
In my experience these events certainly help you make a few contacts, you will always find a few persons whom you will find interesting and knowledgeable and connect effortlessly. The key is to nurture this - see that you follow-up with a mail and\/or a call.<\/p>\n\n\n\n
If you are the type who feels inhibited to make an opening, then do not worry. I was advised by one of my mentors to just listen and not worry about talking and enjoy being there. If you listen and observe intently you will find yourself talking soon. Your focus on the interactions and not on your perceived ability, does the trick. Try it a couple of times and see for yourself.<\/p>\n\n\n\n
Lastly, for anything to succeed one has to have the desire, then comes the effort and discipline for achieving it. A small progress or a step with positive result, is the best encouragement for you to strive towards your goals. Do ponder on your actions and results to stay focused on continuing to do this.<\/p>\n\n\n\n
One related question I hear from many of my coachees is \"visibility\" within the organization. More on that in a later post.<\/p>\n","post_title":"Networking - when and how to begin?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"networking-when-and-how-to-begin","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:58","post_modified_gmt":"2024-01-29 14:50:58","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1521","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1517,"post_author":"30","post_date":"2014-10-29 09:30:26","post_date_gmt":"2014-10-29 04:00:26","post_content":"\n
$\"sell-it\"$ <\/a><\/figure>\n\n\n\n
As a child, I used to come up with various ideas for almost anything, and ask for Rs. 1000\/- per idea. Being a child, nobody would want to pay money, that too a thousand Rupees \u2013 but, I would get something else as an appreciation for my efforts. A toffee, a cone ice cream etc.<\/p>\n\n\n\n
Further on, when I used to be active in small groups, selling was more of ideas and to get the team to converge on something, that the group can take as an action.<\/p>\n\n\n\n
As a team leader, I needed to sell the vision of the project to the team, to get everybody\u2019s buy in.<\/p>\n\n\n\n
More recently, I have been in contact with many aspiring and active entrepreneurs. Selling is something that they do with every breath.<\/p>\n\n\n\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 10 of 12 Previous 1 … 9 10 11 12 Next

\n
<\/p>\n\n\n\n
The last circle of influence is the coachee\u2019s work. Sometimes, people have told me that they are \u201cstuck\u201d in positions \u2013 say, \u201croutine\u201d software bug fixing and maintenance where there is really no scope for \u201clearning, enjoyment and fulfillment\u201d (you may like to read My Team is not motivated!!!<\/a> by my colleague Prasanna Moses on this). Most of us would agree that there is far less drudgery at work in today\u2019s knowledge-centric world than even just 30 years ago. We would also agree that there is no such thing as 100% \u201csexy\u201d work (unless of course, you are doing breakthrough work of your calling \u2013 say, in quantum computing). So, when coachees complain about their current work\/role and the lack of sexiness thereof, I ask them questions about what makes it boring, what they can do about it and so on \u2013 hopefully making them better aware of interesting possibilities in what they were doing. In some cases, people have hinted to me that they are considering quitting their \u201cboring\u201d job and looking for a reaction. Under such circumstances, to be fair to the coachee and to the coachee\u2019s employer (who is paying my fees!), I would say the best option is to ask the coachee questions exploring his rationale for leaving (without being judgmental on whether it is right or wrong) \u2013 like what does he think leaving the job will achieve, how will it get him closer to his goals, how is he sure that the same problems would not repeat themselves in the new organization and so on. The ultimate decision should be the coachee\u2019s based on introspection triggered by your questions. He may still choose to quit \u2013 but that is another matter! As far as you are concerned as a coach, you have played it fair & square. It is not unthinkable that you as the coach may actually agree with his rationale for seeking another job!<\/p>\n\n\n\n
A related aspect is also the organizational environment in which the coachee works \u2013 over & above his immediate work\/role discussed above. In sports coaching, the strong individual motivation is a given and the coachee has a great deal of control over what he can and cannot do to enhance his performance. The circumstances for software project managers are different. Their GROW model is in the context of an organization with its culture, policies, processes and so on. As a coach, I have encountered some real challenges here \u2013 the Project Manager may be aspiring to do something of value in his project but his line management and work environment may not be supportive. Some organizational policies can be insensitive to people and even draconian. In one software development organization, if project team members logged in less than 40 hours per week of approved work, there would be automatic cuts in their pay while the significant additional work needed at other times went scarcely noticed! How can one be expected to learn and enjoy their work in such an environment? In such cases, we do bring it up with the line management for addressing them and offer our help as well. To be honest, it worked sometimes and it did not in as many cases.<\/p>\n\n\n\n
In summary, as a practicing coach, you are bound to run into situations like the ones above which make you stop and ponder as to what extent theory can lead practice! You may need to introspect and think of newer ways of extending \u201ctheory\u201d or just use good old common sense and move on! At PM Power, we have the coaches\u2019 conclave where these situations are discussed to see how best to help the coachee considering all the circles of influence. It has significantly helped our coaches in specific situations and in honing their coaching skills in general.<\/p>\n\n\n\n
We invite you to share your coaching experiences (as a coach or a coachee) and we would be happy to share our perspectives which may be of help. You may reach us at info@pm-powerconsulting.com.<\/p>\n","post_title":"Journey of a coach - theory & practice (Part II)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-ii","to_ping":"","pinged":"","post_modified":"2024-01-29 10:54:32","post_modified_gmt":"2024-01-29 10:54:32","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1456","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1514,"post_author":"31","post_date":"2014-11-02 12:24:22","post_date_gmt":"2014-11-02 06:54:22","post_content":"\n
A speaker finishes a great speech \u2013 at least, HE thinks it is great! He then asks, \u201cAny questions?\u201d What does he expect? If I were him, I would expect the audience to demonstrate a level of understanding of what the speech was all about and ask meaningful questions - clarifying the ground covered and even extending from there.<\/p>\n\n\n\n
These are situations where one actually wants to be questioned to get a sense a satisfaction that the effort (the speech, in this case) has been worthwhile. But there are other situations where being questioned has a very negative connotation. It implies questioning the ability of the person being questioned or the work that he has done.<\/p>\n\n\n\n
The important thing is that the intent of questioning should be to seek understanding rather than putting down someone. Hence, even the tone of questioning is very important. Consider the difference between, \u201cWhy did you do THAT?\u201d and \u201cWhat are your reasons for doing THAT?\u201d<\/p>\n\n\n\n
The tone of the former question is judgmental while the same question asked differently demonstrates an openness and a neutral tone. The tone is important because it can either put people off & make them defensive or it can make them relaxed and explain their rationale for an idea or a course of action.<\/p>\n\n\n\n
From the above, it follows that there is a big difference between \u201cquestioning\u201d and \u201casking questions\u201d.<\/p>\n\n\n\n
$\"image\"$ <\/figure>\n\n\n\n
In the work context, a manager who adopts an approach of \u201casking questions\u201d enables an environment where his reportees apply their mind to the situation at hand and exercise their best judgment on the right course of action.<\/p>\n\n\n\n
The manager can use questions to expand the reportee\u2019s thinking and make him aware of aspects he may not have thought of (instead of just instructing him what to do).<\/p>\n\n\n\n
Hence asking questions contributes to the reportee\u2019s overall development and ability to deal with situations with minimal oversight. Equally important, it enables greater responsibility on the part of the reportee so that the implementation aspects of his suggestions are fully owned by him.<\/p>\n\n\n\n
Through this, the manager\u2019s time is also freed up from routine oversight functions to take up important but not urgent tasks.<\/p>\n\n\n\n
In a highly dynamic world, the approach of \u201casking questions\u201d is not just \u201ca nice to have\u201d but an imperative to empower people and ensure that the organization as a whole responds fast to changes in the environment.<\/p>\n\n\n\n
\u201cAsking questions\u201d is an essential part of the tool set of a coach who may be the line manager himself. You consciously adopt the approach for improving the \u201cawareness\u201d of the coachee and therefore, open his mind to his perceptions & other possibilities and take \u201cresponsibility\u201d for the options for actions that he chooses.<\/p>\n\n\n\n
Finally, adopting the approach of \u201casking questions\u201d needs a complementing skill which is ACTIVE listening. A coach cannot sustain a session of asking questions without actually listening well, understanding and re-phrasing of what the coachee says.<\/p>\n\n\n\n
As with most things in life, practice makes perfect \u2013 it takes time and experience to hone the approach of asking questions and the skill of active listening. But they can indeed be developed for individual and organizational benefit. The time to start is NOW!<\/p>\n","post_title":"Questioning and Asking Questions - what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"questioning-and-asking-questions-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:02","post_modified_gmt":"2024-01-29 10:55:02","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1514","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1448,"post_author":"31","post_date":"2014-11-02 06:59:09","post_date_gmt":"2014-11-02 01:29:09","post_content":"\n
This article is part of the series on \u201cJourney of a coach\u201d covering my experiences as a performance coach. You may have the read an earlier article in the series on \u201cJourney of a coach \u2013 the beginning\u201d<\/a>. The journey continues here...<\/p>\n\n\n\n
Yogi Berra, New York Yankees baseball player (arguably the best catcher of all time) said, \u201cIn theory, there is no difference between theory & practice. But in practice, there is!\u201d So, this article is about the theory & practice of coaching for performance \u2013 not baseball players but people managing software projects.<\/p>\n\n\n\n
In my context, the \u201ctheory\u201d was mostly \u201cCoaching for Performance\u201d by John Whitmore (by the way, there is another article of mine on Whitmore<\/a> if you are interested). The \u201cpractice\u201d was, of course, my actual experiences over the years.<\/p>\n\n\n\n
A caveat \u2013 I am not here to debunk theory and hail practice - as a cardiac surgeon might! I have a great deal of respect for Whitmore\u2019s book on Coaching for Performance. The book provided a solid reference and a practical guide for my work as a coach all these years.<\/p>\n\n\n\n
However, I do have my own \u201cinterpretations\u201d and \u201cextensions\u201d of the theory in actual practice which I wish to share. I will use the diagram below which shows the context for coaching.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
You can see the \u201ccircles of influence\u201d around the coachee which would have a bearing on coaching and its effectiveness. We will cover each of these circles with examples. Note that the coach\u2019s experience, beliefs and perceptions are also significant in the context in addition to his skills for coaching.<\/p>\n\n\n\n
Circle #1: Are all situations \u201ccoaching situations\u201d?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The first circle of influence is the coaching situation faced by the coachee at work. For example, it could be that he is recently promoted and finds gaining acceptance in his team a challenge.<\/p>\n\n\n\n
The question is whether all such work situations are amenable for coaching - whether you are the manager of the coachee or an external coach. If you follow the \u201ctheory\u201d (that is Whitmore), a coaching style can become the default management style of the entire organization for all occasions.<\/p>\n\n\n\n
In other words, all manager-reportee interactions can naturally follow the coaching style \u2013 the manager following the sequence of helping his reportee to identify the goal he is seeking to achieve, assess the current state of affairs, consider the available options to achieve the goal and making the commitment-making to make it happen.<\/p>\n\n\n\n
That is all very well, but what if you are a commando fighting a guerrilla war in a jungle and see a metal tube from the foliage pointing at you. Your commander (\u201cmanager\u201d) is not going to coach you through the situation, is he?<\/p>\n\n\n\n
There are also other equivalent (but less extreme) situations at work when time is of essence and all that the coachee needs is information or simple direction (like for example, how to balance staff loading in a project schedule).<\/p>\n\n\n\n
So, my interpretation of theory is that there is better pay-off of coaching in some situations than others. However, there are many, many work situations wherein the quality of work<\/b> or results<\/b> is very important, the learning<\/b> for the coachee very important and it is not an emergency<\/b>. Coaching is very relevant in those cases.<\/p>\n\n\n\n
Circle #2: Are people always receptive to coaching?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The next circle of influence is relating to how receptive people are to coaching even if their work situation was amenable for it.<\/p>\n\n\n\n
Are they motivated enough to become more aware<\/b> and take responsibility<\/b> by themselves and not just because their employer has enrolled them in a training & coaching program?<\/p>\n\n\n\n
Maslow\u2019s theory is that motivation is linked to the stage an individual is at in a hierarchy of needs (see diagram below from Whitmore\u2019s Coaching for Performance). Note that Whitmore has split Maslow\u2019s Esteem stage into two \u2013 Esteem from others and Self-esteem.<\/p>\n\n\n\n
At the stage of Esteem from others, one is looking \u201cexternal\u201d recognition and prestige as motivators. At the stage of Self-esteem, external motivators tend to become less important. More important is the need to make a difference and being empowered to do so enhancing self-esteem. This self-esteem stage is where coaching makes the biggest impact for personal growth.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
Source: Coaching for Performance by John Whitmore<\/i><\/p>\n\n\n\n
There are a few more \u201ccircles\u201d to cover which we will in Part II of the article.<\/p>\n\n\n\n
Till then...<\/p>\n","post_title":"Journey of a coach - theory & practice (Part I)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-i","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:34","post_modified_gmt":"2024-01-29 10:55:34","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1521,"post_author":"26","post_date":"2014-10-30 10:57:02","post_date_gmt":"2014-10-30 05:27:02","post_content":"\n
$\"Network_whenhow2\"$ <\/a><\/figure>\n\n\n\n
One is never without a network and if you are reading this - it may be more to know how to grow it and\/or to overcome obstacles, often due to one's level comfort with so called \"networking\".<\/p>\n\n\n\n
If you look at how you:<\/p>\n\n\n\n
\n
got the opportunity to work in your current position<\/li>\n\n\n\n
got into your college\/school<\/li>\n\n\n\n
got your house on rent or bought your apartment<\/li>\n<\/ul>\n\n\n\n
you will see that a network - formal, informal or virtual (internet based) was at play.<\/p>\n\n\n\n
I will focus on growing your professional network and a few simple steps for it and not delve into specifics of social media, as all of you would be familiar with it.<\/p>\n\n\n\n
First, start with your existing network - which will be your current and past colleagues, your college and school alumni, friends and family. See that you stay in touch with them, by meeting them up or electronically, if you are not in touch start right away. Sending greetings for important occasions, festivals and events is a good way to start. Make it a point to call a few of them over the commute\/ weekends and work on the complete list slowly and steadily, start at top the list again once you complete it.<\/p>\n\n\n\n
What if you need to ask for a reference or a favor from a person with whom you are not in regular touch. The best way to is to be honest, there is no point in coming up with a phony reason to get in touch with them and ask for what you want. Your honesty will be appreciated, after that do thank them and make an effort to stay in touch with them. See that your nurture this set of contacts where you have already made a start.<\/p>\n\n\n\n
Once, when I was looking out for a job using my network, I made it a point to call and thank all those who forwarded my resume to their contacts and I sent a book as a gift to thank all those contacts whose help took me to the interview stage. I did it without any motive and what amazed me was the warmth from these contacts in all my future interactions.<\/p>\n\n\n\n
Second area to focus on are the professional events - there will be events where your technical or managerial domain will be the focus. You may be sponsored\/encouraged by your organizations to attend them, do not let is pass citing an excuse of being busy. Do make time to attend a few of them. If you find that you do not have this opportunity then see that you find such events and enroll yourself.<\/p>\n\n\n\n
In my experience these events certainly help you make a few contacts, you will always find a few persons whom you will find interesting and knowledgeable and connect effortlessly. The key is to nurture this - see that you follow-up with a mail and\/or a call.<\/p>\n\n\n\n
If you are the type who feels inhibited to make an opening, then do not worry. I was advised by one of my mentors to just listen and not worry about talking and enjoy being there. If you listen and observe intently you will find yourself talking soon. Your focus on the interactions and not on your perceived ability, does the trick. Try it a couple of times and see for yourself.<\/p>\n\n\n\n
Lastly, for anything to succeed one has to have the desire, then comes the effort and discipline for achieving it. A small progress or a step with positive result, is the best encouragement for you to strive towards your goals. Do ponder on your actions and results to stay focused on continuing to do this.<\/p>\n\n\n\n
One related question I hear from many of my coachees is \"visibility\" within the organization. More on that in a later post.<\/p>\n","post_title":"Networking - when and how to begin?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"networking-when-and-how-to-begin","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:58","post_modified_gmt":"2024-01-29 14:50:58","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1521","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1517,"post_author":"30","post_date":"2014-10-29 09:30:26","post_date_gmt":"2014-10-29 04:00:26","post_content":"\n
$\"sell-it\"$ <\/a><\/figure>\n\n\n\n
As a child, I used to come up with various ideas for almost anything, and ask for Rs. 1000\/- per idea. Being a child, nobody would want to pay money, that too a thousand Rupees \u2013 but, I would get something else as an appreciation for my efforts. A toffee, a cone ice cream etc.<\/p>\n\n\n\n
Further on, when I used to be active in small groups, selling was more of ideas and to get the team to converge on something, that the group can take as an action.<\/p>\n\n\n\n
As a team leader, I needed to sell the vision of the project to the team, to get everybody\u2019s buy in.<\/p>\n\n\n\n
More recently, I have been in contact with many aspiring and active entrepreneurs. Selling is something that they do with every breath.<\/p>\n\n\n\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 10 of 12 Previous 1 … 9 10 11 12 Next

\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The last circle of influence is the coachee\u2019s work. Sometimes, people have told me that they are \u201cstuck\u201d in positions \u2013 say, \u201croutine\u201d software bug fixing and maintenance where there is really no scope for \u201clearning, enjoyment and fulfillment\u201d (you may like to read My Team is not motivated!!!<\/a> by my colleague Prasanna Moses on this). Most of us would agree that there is far less drudgery at work in today\u2019s knowledge-centric world than even just 30 years ago. We would also agree that there is no such thing as 100% \u201csexy\u201d work (unless of course, you are doing breakthrough work of your calling \u2013 say, in quantum computing). So, when coachees complain about their current work\/role and the lack of sexiness thereof, I ask them questions about what makes it boring, what they can do about it and so on \u2013 hopefully making them better aware of interesting possibilities in what they were doing. In some cases, people have hinted to me that they are considering quitting their \u201cboring\u201d job and looking for a reaction. Under such circumstances, to be fair to the coachee and to the coachee\u2019s employer (who is paying my fees!), I would say the best option is to ask the coachee questions exploring his rationale for leaving (without being judgmental on whether it is right or wrong) \u2013 like what does he think leaving the job will achieve, how will it get him closer to his goals, how is he sure that the same problems would not repeat themselves in the new organization and so on. The ultimate decision should be the coachee\u2019s based on introspection triggered by your questions. He may still choose to quit \u2013 but that is another matter! As far as you are concerned as a coach, you have played it fair & square. It is not unthinkable that you as the coach may actually agree with his rationale for seeking another job!<\/p>\n\n\n\n
A related aspect is also the organizational environment in which the coachee works \u2013 over & above his immediate work\/role discussed above. In sports coaching, the strong individual motivation is a given and the coachee has a great deal of control over what he can and cannot do to enhance his performance. The circumstances for software project managers are different. Their GROW model is in the context of an organization with its culture, policies, processes and so on. As a coach, I have encountered some real challenges here \u2013 the Project Manager may be aspiring to do something of value in his project but his line management and work environment may not be supportive. Some organizational policies can be insensitive to people and even draconian. In one software development organization, if project team members logged in less than 40 hours per week of approved work, there would be automatic cuts in their pay while the significant additional work needed at other times went scarcely noticed! How can one be expected to learn and enjoy their work in such an environment? In such cases, we do bring it up with the line management for addressing them and offer our help as well. To be honest, it worked sometimes and it did not in as many cases.<\/p>\n\n\n\n
In summary, as a practicing coach, you are bound to run into situations like the ones above which make you stop and ponder as to what extent theory can lead practice! You may need to introspect and think of newer ways of extending \u201ctheory\u201d or just use good old common sense and move on! At PM Power, we have the coaches\u2019 conclave where these situations are discussed to see how best to help the coachee considering all the circles of influence. It has significantly helped our coaches in specific situations and in honing their coaching skills in general.<\/p>\n\n\n\n
We invite you to share your coaching experiences (as a coach or a coachee) and we would be happy to share our perspectives which may be of help. You may reach us at info@pm-powerconsulting.com.<\/p>\n","post_title":"Journey of a coach - theory & practice (Part II)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-ii","to_ping":"","pinged":"","post_modified":"2024-01-29 10:54:32","post_modified_gmt":"2024-01-29 10:54:32","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1456","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1514,"post_author":"31","post_date":"2014-11-02 12:24:22","post_date_gmt":"2014-11-02 06:54:22","post_content":"\n
A speaker finishes a great speech \u2013 at least, HE thinks it is great! He then asks, \u201cAny questions?\u201d What does he expect? If I were him, I would expect the audience to demonstrate a level of understanding of what the speech was all about and ask meaningful questions - clarifying the ground covered and even extending from there.<\/p>\n\n\n\n
These are situations where one actually wants to be questioned to get a sense a satisfaction that the effort (the speech, in this case) has been worthwhile. But there are other situations where being questioned has a very negative connotation. It implies questioning the ability of the person being questioned or the work that he has done.<\/p>\n\n\n\n
The important thing is that the intent of questioning should be to seek understanding rather than putting down someone. Hence, even the tone of questioning is very important. Consider the difference between, \u201cWhy did you do THAT?\u201d and \u201cWhat are your reasons for doing THAT?\u201d<\/p>\n\n\n\n
The tone of the former question is judgmental while the same question asked differently demonstrates an openness and a neutral tone. The tone is important because it can either put people off & make them defensive or it can make them relaxed and explain their rationale for an idea or a course of action.<\/p>\n\n\n\n
From the above, it follows that there is a big difference between \u201cquestioning\u201d and \u201casking questions\u201d.<\/p>\n\n\n\n
$\"image\"$ <\/figure>\n\n\n\n
In the work context, a manager who adopts an approach of \u201casking questions\u201d enables an environment where his reportees apply their mind to the situation at hand and exercise their best judgment on the right course of action.<\/p>\n\n\n\n
The manager can use questions to expand the reportee\u2019s thinking and make him aware of aspects he may not have thought of (instead of just instructing him what to do).<\/p>\n\n\n\n
Hence asking questions contributes to the reportee\u2019s overall development and ability to deal with situations with minimal oversight. Equally important, it enables greater responsibility on the part of the reportee so that the implementation aspects of his suggestions are fully owned by him.<\/p>\n\n\n\n
Through this, the manager\u2019s time is also freed up from routine oversight functions to take up important but not urgent tasks.<\/p>\n\n\n\n
In a highly dynamic world, the approach of \u201casking questions\u201d is not just \u201ca nice to have\u201d but an imperative to empower people and ensure that the organization as a whole responds fast to changes in the environment.<\/p>\n\n\n\n
\u201cAsking questions\u201d is an essential part of the tool set of a coach who may be the line manager himself. You consciously adopt the approach for improving the \u201cawareness\u201d of the coachee and therefore, open his mind to his perceptions & other possibilities and take \u201cresponsibility\u201d for the options for actions that he chooses.<\/p>\n\n\n\n
Finally, adopting the approach of \u201casking questions\u201d needs a complementing skill which is ACTIVE listening. A coach cannot sustain a session of asking questions without actually listening well, understanding and re-phrasing of what the coachee says.<\/p>\n\n\n\n
As with most things in life, practice makes perfect \u2013 it takes time and experience to hone the approach of asking questions and the skill of active listening. But they can indeed be developed for individual and organizational benefit. The time to start is NOW!<\/p>\n","post_title":"Questioning and Asking Questions - what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"questioning-and-asking-questions-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:02","post_modified_gmt":"2024-01-29 10:55:02","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1514","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1448,"post_author":"31","post_date":"2014-11-02 06:59:09","post_date_gmt":"2014-11-02 01:29:09","post_content":"\n
This article is part of the series on \u201cJourney of a coach\u201d covering my experiences as a performance coach. You may have the read an earlier article in the series on \u201cJourney of a coach \u2013 the beginning\u201d<\/a>. The journey continues here...<\/p>\n\n\n\n
Yogi Berra, New York Yankees baseball player (arguably the best catcher of all time) said, \u201cIn theory, there is no difference between theory & practice. But in practice, there is!\u201d So, this article is about the theory & practice of coaching for performance \u2013 not baseball players but people managing software projects.<\/p>\n\n\n\n
In my context, the \u201ctheory\u201d was mostly \u201cCoaching for Performance\u201d by John Whitmore (by the way, there is another article of mine on Whitmore<\/a> if you are interested). The \u201cpractice\u201d was, of course, my actual experiences over the years.<\/p>\n\n\n\n
A caveat \u2013 I am not here to debunk theory and hail practice - as a cardiac surgeon might! I have a great deal of respect for Whitmore\u2019s book on Coaching for Performance. The book provided a solid reference and a practical guide for my work as a coach all these years.<\/p>\n\n\n\n
However, I do have my own \u201cinterpretations\u201d and \u201cextensions\u201d of the theory in actual practice which I wish to share. I will use the diagram below which shows the context for coaching.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
You can see the \u201ccircles of influence\u201d around the coachee which would have a bearing on coaching and its effectiveness. We will cover each of these circles with examples. Note that the coach\u2019s experience, beliefs and perceptions are also significant in the context in addition to his skills for coaching.<\/p>\n\n\n\n
Circle #1: Are all situations \u201ccoaching situations\u201d?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The first circle of influence is the coaching situation faced by the coachee at work. For example, it could be that he is recently promoted and finds gaining acceptance in his team a challenge.<\/p>\n\n\n\n
The question is whether all such work situations are amenable for coaching - whether you are the manager of the coachee or an external coach. If you follow the \u201ctheory\u201d (that is Whitmore), a coaching style can become the default management style of the entire organization for all occasions.<\/p>\n\n\n\n
In other words, all manager-reportee interactions can naturally follow the coaching style \u2013 the manager following the sequence of helping his reportee to identify the goal he is seeking to achieve, assess the current state of affairs, consider the available options to achieve the goal and making the commitment-making to make it happen.<\/p>\n\n\n\n
That is all very well, but what if you are a commando fighting a guerrilla war in a jungle and see a metal tube from the foliage pointing at you. Your commander (\u201cmanager\u201d) is not going to coach you through the situation, is he?<\/p>\n\n\n\n
There are also other equivalent (but less extreme) situations at work when time is of essence and all that the coachee needs is information or simple direction (like for example, how to balance staff loading in a project schedule).<\/p>\n\n\n\n
So, my interpretation of theory is that there is better pay-off of coaching in some situations than others. However, there are many, many work situations wherein the quality of work<\/b> or results<\/b> is very important, the learning<\/b> for the coachee very important and it is not an emergency<\/b>. Coaching is very relevant in those cases.<\/p>\n\n\n\n
Circle #2: Are people always receptive to coaching?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The next circle of influence is relating to how receptive people are to coaching even if their work situation was amenable for it.<\/p>\n\n\n\n
Are they motivated enough to become more aware<\/b> and take responsibility<\/b> by themselves and not just because their employer has enrolled them in a training & coaching program?<\/p>\n\n\n\n
Maslow\u2019s theory is that motivation is linked to the stage an individual is at in a hierarchy of needs (see diagram below from Whitmore\u2019s Coaching for Performance). Note that Whitmore has split Maslow\u2019s Esteem stage into two \u2013 Esteem from others and Self-esteem.<\/p>\n\n\n\n
At the stage of Esteem from others, one is looking \u201cexternal\u201d recognition and prestige as motivators. At the stage of Self-esteem, external motivators tend to become less important. More important is the need to make a difference and being empowered to do so enhancing self-esteem. This self-esteem stage is where coaching makes the biggest impact for personal growth.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
Source: Coaching for Performance by John Whitmore<\/i><\/p>\n\n\n\n
There are a few more \u201ccircles\u201d to cover which we will in Part II of the article.<\/p>\n\n\n\n
Till then...<\/p>\n","post_title":"Journey of a coach - theory & practice (Part I)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-i","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:34","post_modified_gmt":"2024-01-29 10:55:34","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1521,"post_author":"26","post_date":"2014-10-30 10:57:02","post_date_gmt":"2014-10-30 05:27:02","post_content":"\n
$\"Network_whenhow2\"$ <\/a><\/figure>\n\n\n\n
One is never without a network and if you are reading this - it may be more to know how to grow it and\/or to overcome obstacles, often due to one's level comfort with so called \"networking\".<\/p>\n\n\n\n
If you look at how you:<\/p>\n\n\n\n
\n
got the opportunity to work in your current position<\/li>\n\n\n\n
got into your college\/school<\/li>\n\n\n\n
got your house on rent or bought your apartment<\/li>\n<\/ul>\n\n\n\n
you will see that a network - formal, informal or virtual (internet based) was at play.<\/p>\n\n\n\n
I will focus on growing your professional network and a few simple steps for it and not delve into specifics of social media, as all of you would be familiar with it.<\/p>\n\n\n\n
First, start with your existing network - which will be your current and past colleagues, your college and school alumni, friends and family. See that you stay in touch with them, by meeting them up or electronically, if you are not in touch start right away. Sending greetings for important occasions, festivals and events is a good way to start. Make it a point to call a few of them over the commute\/ weekends and work on the complete list slowly and steadily, start at top the list again once you complete it.<\/p>\n\n\n\n
What if you need to ask for a reference or a favor from a person with whom you are not in regular touch. The best way to is to be honest, there is no point in coming up with a phony reason to get in touch with them and ask for what you want. Your honesty will be appreciated, after that do thank them and make an effort to stay in touch with them. See that your nurture this set of contacts where you have already made a start.<\/p>\n\n\n\n
Once, when I was looking out for a job using my network, I made it a point to call and thank all those who forwarded my resume to their contacts and I sent a book as a gift to thank all those contacts whose help took me to the interview stage. I did it without any motive and what amazed me was the warmth from these contacts in all my future interactions.<\/p>\n\n\n\n
Second area to focus on are the professional events - there will be events where your technical or managerial domain will be the focus. You may be sponsored\/encouraged by your organizations to attend them, do not let is pass citing an excuse of being busy. Do make time to attend a few of them. If you find that you do not have this opportunity then see that you find such events and enroll yourself.<\/p>\n\n\n\n
In my experience these events certainly help you make a few contacts, you will always find a few persons whom you will find interesting and knowledgeable and connect effortlessly. The key is to nurture this - see that you follow-up with a mail and\/or a call.<\/p>\n\n\n\n
If you are the type who feels inhibited to make an opening, then do not worry. I was advised by one of my mentors to just listen and not worry about talking and enjoy being there. If you listen and observe intently you will find yourself talking soon. Your focus on the interactions and not on your perceived ability, does the trick. Try it a couple of times and see for yourself.<\/p>\n\n\n\n
Lastly, for anything to succeed one has to have the desire, then comes the effort and discipline for achieving it. A small progress or a step with positive result, is the best encouragement for you to strive towards your goals. Do ponder on your actions and results to stay focused on continuing to do this.<\/p>\n\n\n\n
One related question I hear from many of my coachees is \"visibility\" within the organization. More on that in a later post.<\/p>\n","post_title":"Networking - when and how to begin?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"networking-when-and-how-to-begin","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:58","post_modified_gmt":"2024-01-29 14:50:58","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1521","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1517,"post_author":"30","post_date":"2014-10-29 09:30:26","post_date_gmt":"2014-10-29 04:00:26","post_content":"\n
$\"sell-it\"$ <\/a><\/figure>\n\n\n\n
As a child, I used to come up with various ideas for almost anything, and ask for Rs. 1000\/- per idea. Being a child, nobody would want to pay money, that too a thousand Rupees \u2013 but, I would get something else as an appreciation for my efforts. A toffee, a cone ice cream etc.<\/p>\n\n\n\n
Further on, when I used to be active in small groups, selling was more of ideas and to get the team to converge on something, that the group can take as an action.<\/p>\n\n\n\n
As a team leader, I needed to sell the vision of the project to the team, to get everybody\u2019s buy in.<\/p>\n\n\n\n
More recently, I have been in contact with many aspiring and active entrepreneurs. Selling is something that they do with every breath.<\/p>\n\n\n\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 10 of 12 Previous 1 … 9 10 11 12 Next

\n
Circle #4: Is the coachee\u2019s work environment conducive?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The last circle of influence is the coachee\u2019s work. Sometimes, people have told me that they are \u201cstuck\u201d in positions \u2013 say, \u201croutine\u201d software bug fixing and maintenance where there is really no scope for \u201clearning, enjoyment and fulfillment\u201d (you may like to read My Team is not motivated!!!<\/a> by my colleague Prasanna Moses on this). Most of us would agree that there is far less drudgery at work in today\u2019s knowledge-centric world than even just 30 years ago. We would also agree that there is no such thing as 100% \u201csexy\u201d work (unless of course, you are doing breakthrough work of your calling \u2013 say, in quantum computing). So, when coachees complain about their current work\/role and the lack of sexiness thereof, I ask them questions about what makes it boring, what they can do about it and so on \u2013 hopefully making them better aware of interesting possibilities in what they were doing. In some cases, people have hinted to me that they are considering quitting their \u201cboring\u201d job and looking for a reaction. Under such circumstances, to be fair to the coachee and to the coachee\u2019s employer (who is paying my fees!), I would say the best option is to ask the coachee questions exploring his rationale for leaving (without being judgmental on whether it is right or wrong) \u2013 like what does he think leaving the job will achieve, how will it get him closer to his goals, how is he sure that the same problems would not repeat themselves in the new organization and so on. The ultimate decision should be the coachee\u2019s based on introspection triggered by your questions. He may still choose to quit \u2013 but that is another matter! As far as you are concerned as a coach, you have played it fair & square. It is not unthinkable that you as the coach may actually agree with his rationale for seeking another job!<\/p>\n\n\n\n
A related aspect is also the organizational environment in which the coachee works \u2013 over & above his immediate work\/role discussed above. In sports coaching, the strong individual motivation is a given and the coachee has a great deal of control over what he can and cannot do to enhance his performance. The circumstances for software project managers are different. Their GROW model is in the context of an organization with its culture, policies, processes and so on. As a coach, I have encountered some real challenges here \u2013 the Project Manager may be aspiring to do something of value in his project but his line management and work environment may not be supportive. Some organizational policies can be insensitive to people and even draconian. In one software development organization, if project team members logged in less than 40 hours per week of approved work, there would be automatic cuts in their pay while the significant additional work needed at other times went scarcely noticed! How can one be expected to learn and enjoy their work in such an environment? In such cases, we do bring it up with the line management for addressing them and offer our help as well. To be honest, it worked sometimes and it did not in as many cases.<\/p>\n\n\n\n
In summary, as a practicing coach, you are bound to run into situations like the ones above which make you stop and ponder as to what extent theory can lead practice! You may need to introspect and think of newer ways of extending \u201ctheory\u201d or just use good old common sense and move on! At PM Power, we have the coaches\u2019 conclave where these situations are discussed to see how best to help the coachee considering all the circles of influence. It has significantly helped our coaches in specific situations and in honing their coaching skills in general.<\/p>\n\n\n\n
We invite you to share your coaching experiences (as a coach or a coachee) and we would be happy to share our perspectives which may be of help. You may reach us at info@pm-powerconsulting.com.<\/p>\n","post_title":"Journey of a coach - theory & practice (Part II)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-ii","to_ping":"","pinged":"","post_modified":"2024-01-29 10:54:32","post_modified_gmt":"2024-01-29 10:54:32","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1456","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1514,"post_author":"31","post_date":"2014-11-02 12:24:22","post_date_gmt":"2014-11-02 06:54:22","post_content":"\n
A speaker finishes a great speech \u2013 at least, HE thinks it is great! He then asks, \u201cAny questions?\u201d What does he expect? If I were him, I would expect the audience to demonstrate a level of understanding of what the speech was all about and ask meaningful questions - clarifying the ground covered and even extending from there.<\/p>\n\n\n\n
These are situations where one actually wants to be questioned to get a sense a satisfaction that the effort (the speech, in this case) has been worthwhile. But there are other situations where being questioned has a very negative connotation. It implies questioning the ability of the person being questioned or the work that he has done.<\/p>\n\n\n\n
The important thing is that the intent of questioning should be to seek understanding rather than putting down someone. Hence, even the tone of questioning is very important. Consider the difference between, \u201cWhy did you do THAT?\u201d and \u201cWhat are your reasons for doing THAT?\u201d<\/p>\n\n\n\n
The tone of the former question is judgmental while the same question asked differently demonstrates an openness and a neutral tone. The tone is important because it can either put people off & make them defensive or it can make them relaxed and explain their rationale for an idea or a course of action.<\/p>\n\n\n\n
From the above, it follows that there is a big difference between \u201cquestioning\u201d and \u201casking questions\u201d.<\/p>\n\n\n\n
$\"image\"$ <\/figure>\n\n\n\n
In the work context, a manager who adopts an approach of \u201casking questions\u201d enables an environment where his reportees apply their mind to the situation at hand and exercise their best judgment on the right course of action.<\/p>\n\n\n\n
The manager can use questions to expand the reportee\u2019s thinking and make him aware of aspects he may not have thought of (instead of just instructing him what to do).<\/p>\n\n\n\n
Hence asking questions contributes to the reportee\u2019s overall development and ability to deal with situations with minimal oversight. Equally important, it enables greater responsibility on the part of the reportee so that the implementation aspects of his suggestions are fully owned by him.<\/p>\n\n\n\n
Through this, the manager\u2019s time is also freed up from routine oversight functions to take up important but not urgent tasks.<\/p>\n\n\n\n
In a highly dynamic world, the approach of \u201casking questions\u201d is not just \u201ca nice to have\u201d but an imperative to empower people and ensure that the organization as a whole responds fast to changes in the environment.<\/p>\n\n\n\n
\u201cAsking questions\u201d is an essential part of the tool set of a coach who may be the line manager himself. You consciously adopt the approach for improving the \u201cawareness\u201d of the coachee and therefore, open his mind to his perceptions & other possibilities and take \u201cresponsibility\u201d for the options for actions that he chooses.<\/p>\n\n\n\n
Finally, adopting the approach of \u201casking questions\u201d needs a complementing skill which is ACTIVE listening. A coach cannot sustain a session of asking questions without actually listening well, understanding and re-phrasing of what the coachee says.<\/p>\n\n\n\n
As with most things in life, practice makes perfect \u2013 it takes time and experience to hone the approach of asking questions and the skill of active listening. But they can indeed be developed for individual and organizational benefit. The time to start is NOW!<\/p>\n","post_title":"Questioning and Asking Questions - what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"questioning-and-asking-questions-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:02","post_modified_gmt":"2024-01-29 10:55:02","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1514","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1448,"post_author":"31","post_date":"2014-11-02 06:59:09","post_date_gmt":"2014-11-02 01:29:09","post_content":"\n
This article is part of the series on \u201cJourney of a coach\u201d covering my experiences as a performance coach. You may have the read an earlier article in the series on \u201cJourney of a coach \u2013 the beginning\u201d<\/a>. The journey continues here...<\/p>\n\n\n\n
Yogi Berra, New York Yankees baseball player (arguably the best catcher of all time) said, \u201cIn theory, there is no difference between theory & practice. But in practice, there is!\u201d So, this article is about the theory & practice of coaching for performance \u2013 not baseball players but people managing software projects.<\/p>\n\n\n\n
In my context, the \u201ctheory\u201d was mostly \u201cCoaching for Performance\u201d by John Whitmore (by the way, there is another article of mine on Whitmore<\/a> if you are interested). The \u201cpractice\u201d was, of course, my actual experiences over the years.<\/p>\n\n\n\n
A caveat \u2013 I am not here to debunk theory and hail practice - as a cardiac surgeon might! I have a great deal of respect for Whitmore\u2019s book on Coaching for Performance. The book provided a solid reference and a practical guide for my work as a coach all these years.<\/p>\n\n\n\n
However, I do have my own \u201cinterpretations\u201d and \u201cextensions\u201d of the theory in actual practice which I wish to share. I will use the diagram below which shows the context for coaching.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
You can see the \u201ccircles of influence\u201d around the coachee which would have a bearing on coaching and its effectiveness. We will cover each of these circles with examples. Note that the coach\u2019s experience, beliefs and perceptions are also significant in the context in addition to his skills for coaching.<\/p>\n\n\n\n
Circle #1: Are all situations \u201ccoaching situations\u201d?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The first circle of influence is the coaching situation faced by the coachee at work. For example, it could be that he is recently promoted and finds gaining acceptance in his team a challenge.<\/p>\n\n\n\n
The question is whether all such work situations are amenable for coaching - whether you are the manager of the coachee or an external coach. If you follow the \u201ctheory\u201d (that is Whitmore), a coaching style can become the default management style of the entire organization for all occasions.<\/p>\n\n\n\n
In other words, all manager-reportee interactions can naturally follow the coaching style \u2013 the manager following the sequence of helping his reportee to identify the goal he is seeking to achieve, assess the current state of affairs, consider the available options to achieve the goal and making the commitment-making to make it happen.<\/p>\n\n\n\n
That is all very well, but what if you are a commando fighting a guerrilla war in a jungle and see a metal tube from the foliage pointing at you. Your commander (\u201cmanager\u201d) is not going to coach you through the situation, is he?<\/p>\n\n\n\n
There are also other equivalent (but less extreme) situations at work when time is of essence and all that the coachee needs is information or simple direction (like for example, how to balance staff loading in a project schedule).<\/p>\n\n\n\n
So, my interpretation of theory is that there is better pay-off of coaching in some situations than others. However, there are many, many work situations wherein the quality of work<\/b> or results<\/b> is very important, the learning<\/b> for the coachee very important and it is not an emergency<\/b>. Coaching is very relevant in those cases.<\/p>\n\n\n\n
Circle #2: Are people always receptive to coaching?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The next circle of influence is relating to how receptive people are to coaching even if their work situation was amenable for it.<\/p>\n\n\n\n
Are they motivated enough to become more aware<\/b> and take responsibility<\/b> by themselves and not just because their employer has enrolled them in a training & coaching program?<\/p>\n\n\n\n
Maslow\u2019s theory is that motivation is linked to the stage an individual is at in a hierarchy of needs (see diagram below from Whitmore\u2019s Coaching for Performance). Note that Whitmore has split Maslow\u2019s Esteem stage into two \u2013 Esteem from others and Self-esteem.<\/p>\n\n\n\n
At the stage of Esteem from others, one is looking \u201cexternal\u201d recognition and prestige as motivators. At the stage of Self-esteem, external motivators tend to become less important. More important is the need to make a difference and being empowered to do so enhancing self-esteem. This self-esteem stage is where coaching makes the biggest impact for personal growth.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
Source: Coaching for Performance by John Whitmore<\/i><\/p>\n\n\n\n
There are a few more \u201ccircles\u201d to cover which we will in Part II of the article.<\/p>\n\n\n\n
Till then...<\/p>\n","post_title":"Journey of a coach - theory & practice (Part I)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-i","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:34","post_modified_gmt":"2024-01-29 10:55:34","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1521,"post_author":"26","post_date":"2014-10-30 10:57:02","post_date_gmt":"2014-10-30 05:27:02","post_content":"\n
$\"Network_whenhow2\"$ <\/a><\/figure>\n\n\n\n
One is never without a network and if you are reading this - it may be more to know how to grow it and\/or to overcome obstacles, often due to one's level comfort with so called \"networking\".<\/p>\n\n\n\n
If you look at how you:<\/p>\n\n\n\n
\n
got the opportunity to work in your current position<\/li>\n\n\n\n
got into your college\/school<\/li>\n\n\n\n
got your house on rent or bought your apartment<\/li>\n<\/ul>\n\n\n\n
you will see that a network - formal, informal or virtual (internet based) was at play.<\/p>\n\n\n\n
I will focus on growing your professional network and a few simple steps for it and not delve into specifics of social media, as all of you would be familiar with it.<\/p>\n\n\n\n
First, start with your existing network - which will be your current and past colleagues, your college and school alumni, friends and family. See that you stay in touch with them, by meeting them up or electronically, if you are not in touch start right away. Sending greetings for important occasions, festivals and events is a good way to start. Make it a point to call a few of them over the commute\/ weekends and work on the complete list slowly and steadily, start at top the list again once you complete it.<\/p>\n\n\n\n
What if you need to ask for a reference or a favor from a person with whom you are not in regular touch. The best way to is to be honest, there is no point in coming up with a phony reason to get in touch with them and ask for what you want. Your honesty will be appreciated, after that do thank them and make an effort to stay in touch with them. See that your nurture this set of contacts where you have already made a start.<\/p>\n\n\n\n
Once, when I was looking out for a job using my network, I made it a point to call and thank all those who forwarded my resume to their contacts and I sent a book as a gift to thank all those contacts whose help took me to the interview stage. I did it without any motive and what amazed me was the warmth from these contacts in all my future interactions.<\/p>\n\n\n\n
Second area to focus on are the professional events - there will be events where your technical or managerial domain will be the focus. You may be sponsored\/encouraged by your organizations to attend them, do not let is pass citing an excuse of being busy. Do make time to attend a few of them. If you find that you do not have this opportunity then see that you find such events and enroll yourself.<\/p>\n\n\n\n
In my experience these events certainly help you make a few contacts, you will always find a few persons whom you will find interesting and knowledgeable and connect effortlessly. The key is to nurture this - see that you follow-up with a mail and\/or a call.<\/p>\n\n\n\n
If you are the type who feels inhibited to make an opening, then do not worry. I was advised by one of my mentors to just listen and not worry about talking and enjoy being there. If you listen and observe intently you will find yourself talking soon. Your focus on the interactions and not on your perceived ability, does the trick. Try it a couple of times and see for yourself.<\/p>\n\n\n\n
Lastly, for anything to succeed one has to have the desire, then comes the effort and discipline for achieving it. A small progress or a step with positive result, is the best encouragement for you to strive towards your goals. Do ponder on your actions and results to stay focused on continuing to do this.<\/p>\n\n\n\n
One related question I hear from many of my coachees is \"visibility\" within the organization. More on that in a later post.<\/p>\n","post_title":"Networking - when and how to begin?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"networking-when-and-how-to-begin","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:58","post_modified_gmt":"2024-01-29 14:50:58","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1521","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1517,"post_author":"30","post_date":"2014-10-29 09:30:26","post_date_gmt":"2014-10-29 04:00:26","post_content":"\n
$\"sell-it\"$ <\/a><\/figure>\n\n\n\n
As a child, I used to come up with various ideas for almost anything, and ask for Rs. 1000\/- per idea. Being a child, nobody would want to pay money, that too a thousand Rupees \u2013 but, I would get something else as an appreciation for my efforts. A toffee, a cone ice cream etc.<\/p>\n\n\n\n
Further on, when I used to be active in small groups, selling was more of ideas and to get the team to converge on something, that the group can take as an action.<\/p>\n\n\n\n
As a team leader, I needed to sell the vision of the project to the team, to get everybody\u2019s buy in.<\/p>\n\n\n\n
More recently, I have been in contact with many aspiring and active entrepreneurs. Selling is something that they do with every breath.<\/p>\n\n\n\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 10 of 12 Previous 1 … 9 10 11 12 Next

\n
These are situations of tight-rope walking for a performance coach! In situations of personal crisis, the coach may only help by sympathetic and patient listening. This may help the coachee more than one would think \u2013 just getting the problem \u201coff his chest\u201d often helps and relieves stress. Being less stressed, he may be able to come to grips with his personal predicament and deal with it better. However, coachee\u2019s entrenched beliefs on, say, religion and gender can be very challenging for the coach to deal with. Some deep-rooted beliefs may indicate pathology needing help from a trained therapist \u2013 far beyond the scope of performance coaching and the ability of the coach.<\/p>\n\n\n\n
Circle #4: Is the coachee\u2019s work environment conducive?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The last circle of influence is the coachee\u2019s work. Sometimes, people have told me that they are \u201cstuck\u201d in positions \u2013 say, \u201croutine\u201d software bug fixing and maintenance where there is really no scope for \u201clearning, enjoyment and fulfillment\u201d (you may like to read My Team is not motivated!!!<\/a> by my colleague Prasanna Moses on this). Most of us would agree that there is far less drudgery at work in today\u2019s knowledge-centric world than even just 30 years ago. We would also agree that there is no such thing as 100% \u201csexy\u201d work (unless of course, you are doing breakthrough work of your calling \u2013 say, in quantum computing). So, when coachees complain about their current work\/role and the lack of sexiness thereof, I ask them questions about what makes it boring, what they can do about it and so on \u2013 hopefully making them better aware of interesting possibilities in what they were doing. In some cases, people have hinted to me that they are considering quitting their \u201cboring\u201d job and looking for a reaction. Under such circumstances, to be fair to the coachee and to the coachee\u2019s employer (who is paying my fees!), I would say the best option is to ask the coachee questions exploring his rationale for leaving (without being judgmental on whether it is right or wrong) \u2013 like what does he think leaving the job will achieve, how will it get him closer to his goals, how is he sure that the same problems would not repeat themselves in the new organization and so on. The ultimate decision should be the coachee\u2019s based on introspection triggered by your questions. He may still choose to quit \u2013 but that is another matter! As far as you are concerned as a coach, you have played it fair & square. It is not unthinkable that you as the coach may actually agree with his rationale for seeking another job!<\/p>\n\n\n\n
A related aspect is also the organizational environment in which the coachee works \u2013 over & above his immediate work\/role discussed above. In sports coaching, the strong individual motivation is a given and the coachee has a great deal of control over what he can and cannot do to enhance his performance. The circumstances for software project managers are different. Their GROW model is in the context of an organization with its culture, policies, processes and so on. As a coach, I have encountered some real challenges here \u2013 the Project Manager may be aspiring to do something of value in his project but his line management and work environment may not be supportive. Some organizational policies can be insensitive to people and even draconian. In one software development organization, if project team members logged in less than 40 hours per week of approved work, there would be automatic cuts in their pay while the significant additional work needed at other times went scarcely noticed! How can one be expected to learn and enjoy their work in such an environment? In such cases, we do bring it up with the line management for addressing them and offer our help as well. To be honest, it worked sometimes and it did not in as many cases.<\/p>\n\n\n\n
In summary, as a practicing coach, you are bound to run into situations like the ones above which make you stop and ponder as to what extent theory can lead practice! You may need to introspect and think of newer ways of extending \u201ctheory\u201d or just use good old common sense and move on! At PM Power, we have the coaches\u2019 conclave where these situations are discussed to see how best to help the coachee considering all the circles of influence. It has significantly helped our coaches in specific situations and in honing their coaching skills in general.<\/p>\n\n\n\n
We invite you to share your coaching experiences (as a coach or a coachee) and we would be happy to share our perspectives which may be of help. You may reach us at info@pm-powerconsulting.com.<\/p>\n","post_title":"Journey of a coach - theory & practice (Part II)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-ii","to_ping":"","pinged":"","post_modified":"2024-01-29 10:54:32","post_modified_gmt":"2024-01-29 10:54:32","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1456","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1514,"post_author":"31","post_date":"2014-11-02 12:24:22","post_date_gmt":"2014-11-02 06:54:22","post_content":"\n
A speaker finishes a great speech \u2013 at least, HE thinks it is great! He then asks, \u201cAny questions?\u201d What does he expect? If I were him, I would expect the audience to demonstrate a level of understanding of what the speech was all about and ask meaningful questions - clarifying the ground covered and even extending from there.<\/p>\n\n\n\n
These are situations where one actually wants to be questioned to get a sense a satisfaction that the effort (the speech, in this case) has been worthwhile. But there are other situations where being questioned has a very negative connotation. It implies questioning the ability of the person being questioned or the work that he has done.<\/p>\n\n\n\n
The important thing is that the intent of questioning should be to seek understanding rather than putting down someone. Hence, even the tone of questioning is very important. Consider the difference between, \u201cWhy did you do THAT?\u201d and \u201cWhat are your reasons for doing THAT?\u201d<\/p>\n\n\n\n
The tone of the former question is judgmental while the same question asked differently demonstrates an openness and a neutral tone. The tone is important because it can either put people off & make them defensive or it can make them relaxed and explain their rationale for an idea or a course of action.<\/p>\n\n\n\n
From the above, it follows that there is a big difference between \u201cquestioning\u201d and \u201casking questions\u201d.<\/p>\n\n\n\n
$\"image\"$ <\/figure>\n\n\n\n
In the work context, a manager who adopts an approach of \u201casking questions\u201d enables an environment where his reportees apply their mind to the situation at hand and exercise their best judgment on the right course of action.<\/p>\n\n\n\n
The manager can use questions to expand the reportee\u2019s thinking and make him aware of aspects he may not have thought of (instead of just instructing him what to do).<\/p>\n\n\n\n
Hence asking questions contributes to the reportee\u2019s overall development and ability to deal with situations with minimal oversight. Equally important, it enables greater responsibility on the part of the reportee so that the implementation aspects of his suggestions are fully owned by him.<\/p>\n\n\n\n
Through this, the manager\u2019s time is also freed up from routine oversight functions to take up important but not urgent tasks.<\/p>\n\n\n\n
In a highly dynamic world, the approach of \u201casking questions\u201d is not just \u201ca nice to have\u201d but an imperative to empower people and ensure that the organization as a whole responds fast to changes in the environment.<\/p>\n\n\n\n
\u201cAsking questions\u201d is an essential part of the tool set of a coach who may be the line manager himself. You consciously adopt the approach for improving the \u201cawareness\u201d of the coachee and therefore, open his mind to his perceptions & other possibilities and take \u201cresponsibility\u201d for the options for actions that he chooses.<\/p>\n\n\n\n
Finally, adopting the approach of \u201casking questions\u201d needs a complementing skill which is ACTIVE listening. A coach cannot sustain a session of asking questions without actually listening well, understanding and re-phrasing of what the coachee says.<\/p>\n\n\n\n
As with most things in life, practice makes perfect \u2013 it takes time and experience to hone the approach of asking questions and the skill of active listening. But they can indeed be developed for individual and organizational benefit. The time to start is NOW!<\/p>\n","post_title":"Questioning and Asking Questions - what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"questioning-and-asking-questions-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:02","post_modified_gmt":"2024-01-29 10:55:02","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1514","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1448,"post_author":"31","post_date":"2014-11-02 06:59:09","post_date_gmt":"2014-11-02 01:29:09","post_content":"\n
This article is part of the series on \u201cJourney of a coach\u201d covering my experiences as a performance coach. You may have the read an earlier article in the series on \u201cJourney of a coach \u2013 the beginning\u201d<\/a>. The journey continues here...<\/p>\n\n\n\n
Yogi Berra, New York Yankees baseball player (arguably the best catcher of all time) said, \u201cIn theory, there is no difference between theory & practice. But in practice, there is!\u201d So, this article is about the theory & practice of coaching for performance \u2013 not baseball players but people managing software projects.<\/p>\n\n\n\n
In my context, the \u201ctheory\u201d was mostly \u201cCoaching for Performance\u201d by John Whitmore (by the way, there is another article of mine on Whitmore<\/a> if you are interested). The \u201cpractice\u201d was, of course, my actual experiences over the years.<\/p>\n\n\n\n
A caveat \u2013 I am not here to debunk theory and hail practice - as a cardiac surgeon might! I have a great deal of respect for Whitmore\u2019s book on Coaching for Performance. The book provided a solid reference and a practical guide for my work as a coach all these years.<\/p>\n\n\n\n
However, I do have my own \u201cinterpretations\u201d and \u201cextensions\u201d of the theory in actual practice which I wish to share. I will use the diagram below which shows the context for coaching.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
You can see the \u201ccircles of influence\u201d around the coachee which would have a bearing on coaching and its effectiveness. We will cover each of these circles with examples. Note that the coach\u2019s experience, beliefs and perceptions are also significant in the context in addition to his skills for coaching.<\/p>\n\n\n\n
Circle #1: Are all situations \u201ccoaching situations\u201d?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The first circle of influence is the coaching situation faced by the coachee at work. For example, it could be that he is recently promoted and finds gaining acceptance in his team a challenge.<\/p>\n\n\n\n
The question is whether all such work situations are amenable for coaching - whether you are the manager of the coachee or an external coach. If you follow the \u201ctheory\u201d (that is Whitmore), a coaching style can become the default management style of the entire organization for all occasions.<\/p>\n\n\n\n
In other words, all manager-reportee interactions can naturally follow the coaching style \u2013 the manager following the sequence of helping his reportee to identify the goal he is seeking to achieve, assess the current state of affairs, consider the available options to achieve the goal and making the commitment-making to make it happen.<\/p>\n\n\n\n
That is all very well, but what if you are a commando fighting a guerrilla war in a jungle and see a metal tube from the foliage pointing at you. Your commander (\u201cmanager\u201d) is not going to coach you through the situation, is he?<\/p>\n\n\n\n
There are also other equivalent (but less extreme) situations at work when time is of essence and all that the coachee needs is information or simple direction (like for example, how to balance staff loading in a project schedule).<\/p>\n\n\n\n
So, my interpretation of theory is that there is better pay-off of coaching in some situations than others. However, there are many, many work situations wherein the quality of work<\/b> or results<\/b> is very important, the learning<\/b> for the coachee very important and it is not an emergency<\/b>. Coaching is very relevant in those cases.<\/p>\n\n\n\n
Circle #2: Are people always receptive to coaching?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The next circle of influence is relating to how receptive people are to coaching even if their work situation was amenable for it.<\/p>\n\n\n\n
Are they motivated enough to become more aware<\/b> and take responsibility<\/b> by themselves and not just because their employer has enrolled them in a training & coaching program?<\/p>\n\n\n\n
Maslow\u2019s theory is that motivation is linked to the stage an individual is at in a hierarchy of needs (see diagram below from Whitmore\u2019s Coaching for Performance). Note that Whitmore has split Maslow\u2019s Esteem stage into two \u2013 Esteem from others and Self-esteem.<\/p>\n\n\n\n
At the stage of Esteem from others, one is looking \u201cexternal\u201d recognition and prestige as motivators. At the stage of Self-esteem, external motivators tend to become less important. More important is the need to make a difference and being empowered to do so enhancing self-esteem. This self-esteem stage is where coaching makes the biggest impact for personal growth.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
Source: Coaching for Performance by John Whitmore<\/i><\/p>\n\n\n\n
There are a few more \u201ccircles\u201d to cover which we will in Part II of the article.<\/p>\n\n\n\n
Till then...<\/p>\n","post_title":"Journey of a coach - theory & practice (Part I)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-i","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:34","post_modified_gmt":"2024-01-29 10:55:34","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1521,"post_author":"26","post_date":"2014-10-30 10:57:02","post_date_gmt":"2014-10-30 05:27:02","post_content":"\n
$\"Network_whenhow2\"$ <\/a><\/figure>\n\n\n\n
One is never without a network and if you are reading this - it may be more to know how to grow it and\/or to overcome obstacles, often due to one's level comfort with so called \"networking\".<\/p>\n\n\n\n
If you look at how you:<\/p>\n\n\n\n
\n
got the opportunity to work in your current position<\/li>\n\n\n\n
got into your college\/school<\/li>\n\n\n\n
got your house on rent or bought your apartment<\/li>\n<\/ul>\n\n\n\n
you will see that a network - formal, informal or virtual (internet based) was at play.<\/p>\n\n\n\n
I will focus on growing your professional network and a few simple steps for it and not delve into specifics of social media, as all of you would be familiar with it.<\/p>\n\n\n\n
First, start with your existing network - which will be your current and past colleagues, your college and school alumni, friends and family. See that you stay in touch with them, by meeting them up or electronically, if you are not in touch start right away. Sending greetings for important occasions, festivals and events is a good way to start. Make it a point to call a few of them over the commute\/ weekends and work on the complete list slowly and steadily, start at top the list again once you complete it.<\/p>\n\n\n\n
What if you need to ask for a reference or a favor from a person with whom you are not in regular touch. The best way to is to be honest, there is no point in coming up with a phony reason to get in touch with them and ask for what you want. Your honesty will be appreciated, after that do thank them and make an effort to stay in touch with them. See that your nurture this set of contacts where you have already made a start.<\/p>\n\n\n\n
Once, when I was looking out for a job using my network, I made it a point to call and thank all those who forwarded my resume to their contacts and I sent a book as a gift to thank all those contacts whose help took me to the interview stage. I did it without any motive and what amazed me was the warmth from these contacts in all my future interactions.<\/p>\n\n\n\n
Second area to focus on are the professional events - there will be events where your technical or managerial domain will be the focus. You may be sponsored\/encouraged by your organizations to attend them, do not let is pass citing an excuse of being busy. Do make time to attend a few of them. If you find that you do not have this opportunity then see that you find such events and enroll yourself.<\/p>\n\n\n\n
In my experience these events certainly help you make a few contacts, you will always find a few persons whom you will find interesting and knowledgeable and connect effortlessly. The key is to nurture this - see that you follow-up with a mail and\/or a call.<\/p>\n\n\n\n
If you are the type who feels inhibited to make an opening, then do not worry. I was advised by one of my mentors to just listen and not worry about talking and enjoy being there. If you listen and observe intently you will find yourself talking soon. Your focus on the interactions and not on your perceived ability, does the trick. Try it a couple of times and see for yourself.<\/p>\n\n\n\n
Lastly, for anything to succeed one has to have the desire, then comes the effort and discipline for achieving it. A small progress or a step with positive result, is the best encouragement for you to strive towards your goals. Do ponder on your actions and results to stay focused on continuing to do this.<\/p>\n\n\n\n
One related question I hear from many of my coachees is \"visibility\" within the organization. More on that in a later post.<\/p>\n","post_title":"Networking - when and how to begin?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"networking-when-and-how-to-begin","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:58","post_modified_gmt":"2024-01-29 14:50:58","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1521","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1517,"post_author":"30","post_date":"2014-10-29 09:30:26","post_date_gmt":"2014-10-29 04:00:26","post_content":"\n
$\"sell-it\"$ <\/a><\/figure>\n\n\n\n
As a child, I used to come up with various ideas for almost anything, and ask for Rs. 1000\/- per idea. Being a child, nobody would want to pay money, that too a thousand Rupees \u2013 but, I would get something else as an appreciation for my efforts. A toffee, a cone ice cream etc.<\/p>\n\n\n\n
Further on, when I used to be active in small groups, selling was more of ideas and to get the team to converge on something, that the group can take as an action.<\/p>\n\n\n\n
As a team leader, I needed to sell the vision of the project to the team, to get everybody\u2019s buy in.<\/p>\n\n\n\n
More recently, I have been in contact with many aspiring and active entrepreneurs. Selling is something that they do with every breath.<\/p>\n\n\n\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 10 of 12 Previous 1 … 9 10 11 12 Next

\n
\u00b7 Yet another coachee told my colleague (also a Performance Coach) that her problems arose because her boss was an inveterate woman-hater<\/p>\n\n\n\n
These are situations of tight-rope walking for a performance coach! In situations of personal crisis, the coach may only help by sympathetic and patient listening. This may help the coachee more than one would think \u2013 just getting the problem \u201coff his chest\u201d often helps and relieves stress. Being less stressed, he may be able to come to grips with his personal predicament and deal with it better. However, coachee\u2019s entrenched beliefs on, say, religion and gender can be very challenging for the coach to deal with. Some deep-rooted beliefs may indicate pathology needing help from a trained therapist \u2013 far beyond the scope of performance coaching and the ability of the coach.<\/p>\n\n\n\n
Circle #4: Is the coachee\u2019s work environment conducive?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The last circle of influence is the coachee\u2019s work. Sometimes, people have told me that they are \u201cstuck\u201d in positions \u2013 say, \u201croutine\u201d software bug fixing and maintenance where there is really no scope for \u201clearning, enjoyment and fulfillment\u201d (you may like to read My Team is not motivated!!!<\/a> by my colleague Prasanna Moses on this). Most of us would agree that there is far less drudgery at work in today\u2019s knowledge-centric world than even just 30 years ago. We would also agree that there is no such thing as 100% \u201csexy\u201d work (unless of course, you are doing breakthrough work of your calling \u2013 say, in quantum computing). So, when coachees complain about their current work\/role and the lack of sexiness thereof, I ask them questions about what makes it boring, what they can do about it and so on \u2013 hopefully making them better aware of interesting possibilities in what they were doing. In some cases, people have hinted to me that they are considering quitting their \u201cboring\u201d job and looking for a reaction. Under such circumstances, to be fair to the coachee and to the coachee\u2019s employer (who is paying my fees!), I would say the best option is to ask the coachee questions exploring his rationale for leaving (without being judgmental on whether it is right or wrong) \u2013 like what does he think leaving the job will achieve, how will it get him closer to his goals, how is he sure that the same problems would not repeat themselves in the new organization and so on. The ultimate decision should be the coachee\u2019s based on introspection triggered by your questions. He may still choose to quit \u2013 but that is another matter! As far as you are concerned as a coach, you have played it fair & square. It is not unthinkable that you as the coach may actually agree with his rationale for seeking another job!<\/p>\n\n\n\n
A related aspect is also the organizational environment in which the coachee works \u2013 over & above his immediate work\/role discussed above. In sports coaching, the strong individual motivation is a given and the coachee has a great deal of control over what he can and cannot do to enhance his performance. The circumstances for software project managers are different. Their GROW model is in the context of an organization with its culture, policies, processes and so on. As a coach, I have encountered some real challenges here \u2013 the Project Manager may be aspiring to do something of value in his project but his line management and work environment may not be supportive. Some organizational policies can be insensitive to people and even draconian. In one software development organization, if project team members logged in less than 40 hours per week of approved work, there would be automatic cuts in their pay while the significant additional work needed at other times went scarcely noticed! How can one be expected to learn and enjoy their work in such an environment? In such cases, we do bring it up with the line management for addressing them and offer our help as well. To be honest, it worked sometimes and it did not in as many cases.<\/p>\n\n\n\n
In summary, as a practicing coach, you are bound to run into situations like the ones above which make you stop and ponder as to what extent theory can lead practice! You may need to introspect and think of newer ways of extending \u201ctheory\u201d or just use good old common sense and move on! At PM Power, we have the coaches\u2019 conclave where these situations are discussed to see how best to help the coachee considering all the circles of influence. It has significantly helped our coaches in specific situations and in honing their coaching skills in general.<\/p>\n\n\n\n
We invite you to share your coaching experiences (as a coach or a coachee) and we would be happy to share our perspectives which may be of help. You may reach us at info@pm-powerconsulting.com.<\/p>\n","post_title":"Journey of a coach - theory & practice (Part II)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-ii","to_ping":"","pinged":"","post_modified":"2024-01-29 10:54:32","post_modified_gmt":"2024-01-29 10:54:32","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1456","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1514,"post_author":"31","post_date":"2014-11-02 12:24:22","post_date_gmt":"2014-11-02 06:54:22","post_content":"\n
A speaker finishes a great speech \u2013 at least, HE thinks it is great! He then asks, \u201cAny questions?\u201d What does he expect? If I were him, I would expect the audience to demonstrate a level of understanding of what the speech was all about and ask meaningful questions - clarifying the ground covered and even extending from there.<\/p>\n\n\n\n
These are situations where one actually wants to be questioned to get a sense a satisfaction that the effort (the speech, in this case) has been worthwhile. But there are other situations where being questioned has a very negative connotation. It implies questioning the ability of the person being questioned or the work that he has done.<\/p>\n\n\n\n
The important thing is that the intent of questioning should be to seek understanding rather than putting down someone. Hence, even the tone of questioning is very important. Consider the difference between, \u201cWhy did you do THAT?\u201d and \u201cWhat are your reasons for doing THAT?\u201d<\/p>\n\n\n\n
The tone of the former question is judgmental while the same question asked differently demonstrates an openness and a neutral tone. The tone is important because it can either put people off & make them defensive or it can make them relaxed and explain their rationale for an idea or a course of action.<\/p>\n\n\n\n
From the above, it follows that there is a big difference between \u201cquestioning\u201d and \u201casking questions\u201d.<\/p>\n\n\n\n
$\"image\"$ <\/figure>\n\n\n\n
In the work context, a manager who adopts an approach of \u201casking questions\u201d enables an environment where his reportees apply their mind to the situation at hand and exercise their best judgment on the right course of action.<\/p>\n\n\n\n
The manager can use questions to expand the reportee\u2019s thinking and make him aware of aspects he may not have thought of (instead of just instructing him what to do).<\/p>\n\n\n\n
Hence asking questions contributes to the reportee\u2019s overall development and ability to deal with situations with minimal oversight. Equally important, it enables greater responsibility on the part of the reportee so that the implementation aspects of his suggestions are fully owned by him.<\/p>\n\n\n\n
Through this, the manager\u2019s time is also freed up from routine oversight functions to take up important but not urgent tasks.<\/p>\n\n\n\n
In a highly dynamic world, the approach of \u201casking questions\u201d is not just \u201ca nice to have\u201d but an imperative to empower people and ensure that the organization as a whole responds fast to changes in the environment.<\/p>\n\n\n\n
\u201cAsking questions\u201d is an essential part of the tool set of a coach who may be the line manager himself. You consciously adopt the approach for improving the \u201cawareness\u201d of the coachee and therefore, open his mind to his perceptions & other possibilities and take \u201cresponsibility\u201d for the options for actions that he chooses.<\/p>\n\n\n\n
Finally, adopting the approach of \u201casking questions\u201d needs a complementing skill which is ACTIVE listening. A coach cannot sustain a session of asking questions without actually listening well, understanding and re-phrasing of what the coachee says.<\/p>\n\n\n\n
As with most things in life, practice makes perfect \u2013 it takes time and experience to hone the approach of asking questions and the skill of active listening. But they can indeed be developed for individual and organizational benefit. The time to start is NOW!<\/p>\n","post_title":"Questioning and Asking Questions - what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"questioning-and-asking-questions-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:02","post_modified_gmt":"2024-01-29 10:55:02","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1514","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1448,"post_author":"31","post_date":"2014-11-02 06:59:09","post_date_gmt":"2014-11-02 01:29:09","post_content":"\n
This article is part of the series on \u201cJourney of a coach\u201d covering my experiences as a performance coach. You may have the read an earlier article in the series on \u201cJourney of a coach \u2013 the beginning\u201d<\/a>. The journey continues here...<\/p>\n\n\n\n
Yogi Berra, New York Yankees baseball player (arguably the best catcher of all time) said, \u201cIn theory, there is no difference between theory & practice. But in practice, there is!\u201d So, this article is about the theory & practice of coaching for performance \u2013 not baseball players but people managing software projects.<\/p>\n\n\n\n
In my context, the \u201ctheory\u201d was mostly \u201cCoaching for Performance\u201d by John Whitmore (by the way, there is another article of mine on Whitmore<\/a> if you are interested). The \u201cpractice\u201d was, of course, my actual experiences over the years.<\/p>\n\n\n\n
A caveat \u2013 I am not here to debunk theory and hail practice - as a cardiac surgeon might! I have a great deal of respect for Whitmore\u2019s book on Coaching for Performance. The book provided a solid reference and a practical guide for my work as a coach all these years.<\/p>\n\n\n\n
However, I do have my own \u201cinterpretations\u201d and \u201cextensions\u201d of the theory in actual practice which I wish to share. I will use the diagram below which shows the context for coaching.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
You can see the \u201ccircles of influence\u201d around the coachee which would have a bearing on coaching and its effectiveness. We will cover each of these circles with examples. Note that the coach\u2019s experience, beliefs and perceptions are also significant in the context in addition to his skills for coaching.<\/p>\n\n\n\n
Circle #1: Are all situations \u201ccoaching situations\u201d?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The first circle of influence is the coaching situation faced by the coachee at work. For example, it could be that he is recently promoted and finds gaining acceptance in his team a challenge.<\/p>\n\n\n\n
The question is whether all such work situations are amenable for coaching - whether you are the manager of the coachee or an external coach. If you follow the \u201ctheory\u201d (that is Whitmore), a coaching style can become the default management style of the entire organization for all occasions.<\/p>\n\n\n\n
In other words, all manager-reportee interactions can naturally follow the coaching style \u2013 the manager following the sequence of helping his reportee to identify the goal he is seeking to achieve, assess the current state of affairs, consider the available options to achieve the goal and making the commitment-making to make it happen.<\/p>\n\n\n\n
That is all very well, but what if you are a commando fighting a guerrilla war in a jungle and see a metal tube from the foliage pointing at you. Your commander (\u201cmanager\u201d) is not going to coach you through the situation, is he?<\/p>\n\n\n\n
There are also other equivalent (but less extreme) situations at work when time is of essence and all that the coachee needs is information or simple direction (like for example, how to balance staff loading in a project schedule).<\/p>\n\n\n\n
So, my interpretation of theory is that there is better pay-off of coaching in some situations than others. However, there are many, many work situations wherein the quality of work<\/b> or results<\/b> is very important, the learning<\/b> for the coachee very important and it is not an emergency<\/b>. Coaching is very relevant in those cases.<\/p>\n\n\n\n
Circle #2: Are people always receptive to coaching?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The next circle of influence is relating to how receptive people are to coaching even if their work situation was amenable for it.<\/p>\n\n\n\n
Are they motivated enough to become more aware<\/b> and take responsibility<\/b> by themselves and not just because their employer has enrolled them in a training & coaching program?<\/p>\n\n\n\n
Maslow\u2019s theory is that motivation is linked to the stage an individual is at in a hierarchy of needs (see diagram below from Whitmore\u2019s Coaching for Performance). Note that Whitmore has split Maslow\u2019s Esteem stage into two \u2013 Esteem from others and Self-esteem.<\/p>\n\n\n\n
At the stage of Esteem from others, one is looking \u201cexternal\u201d recognition and prestige as motivators. At the stage of Self-esteem, external motivators tend to become less important. More important is the need to make a difference and being empowered to do so enhancing self-esteem. This self-esteem stage is where coaching makes the biggest impact for personal growth.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
Source: Coaching for Performance by John Whitmore<\/i><\/p>\n\n\n\n
There are a few more \u201ccircles\u201d to cover which we will in Part II of the article.<\/p>\n\n\n\n
Till then...<\/p>\n","post_title":"Journey of a coach - theory & practice (Part I)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-i","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:34","post_modified_gmt":"2024-01-29 10:55:34","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1521,"post_author":"26","post_date":"2014-10-30 10:57:02","post_date_gmt":"2014-10-30 05:27:02","post_content":"\n
$\"Network_whenhow2\"$ <\/a><\/figure>\n\n\n\n
One is never without a network and if you are reading this - it may be more to know how to grow it and\/or to overcome obstacles, often due to one's level comfort with so called \"networking\".<\/p>\n\n\n\n
If you look at how you:<\/p>\n\n\n\n
\n
got the opportunity to work in your current position<\/li>\n\n\n\n
got into your college\/school<\/li>\n\n\n\n
got your house on rent or bought your apartment<\/li>\n<\/ul>\n\n\n\n
you will see that a network - formal, informal or virtual (internet based) was at play.<\/p>\n\n\n\n
I will focus on growing your professional network and a few simple steps for it and not delve into specifics of social media, as all of you would be familiar with it.<\/p>\n\n\n\n
First, start with your existing network - which will be your current and past colleagues, your college and school alumni, friends and family. See that you stay in touch with them, by meeting them up or electronically, if you are not in touch start right away. Sending greetings for important occasions, festivals and events is a good way to start. Make it a point to call a few of them over the commute\/ weekends and work on the complete list slowly and steadily, start at top the list again once you complete it.<\/p>\n\n\n\n
What if you need to ask for a reference or a favor from a person with whom you are not in regular touch. The best way to is to be honest, there is no point in coming up with a phony reason to get in touch with them and ask for what you want. Your honesty will be appreciated, after that do thank them and make an effort to stay in touch with them. See that your nurture this set of contacts where you have already made a start.<\/p>\n\n\n\n
Once, when I was looking out for a job using my network, I made it a point to call and thank all those who forwarded my resume to their contacts and I sent a book as a gift to thank all those contacts whose help took me to the interview stage. I did it without any motive and what amazed me was the warmth from these contacts in all my future interactions.<\/p>\n\n\n\n
Second area to focus on are the professional events - there will be events where your technical or managerial domain will be the focus. You may be sponsored\/encouraged by your organizations to attend them, do not let is pass citing an excuse of being busy. Do make time to attend a few of them. If you find that you do not have this opportunity then see that you find such events and enroll yourself.<\/p>\n\n\n\n
In my experience these events certainly help you make a few contacts, you will always find a few persons whom you will find interesting and knowledgeable and connect effortlessly. The key is to nurture this - see that you follow-up with a mail and\/or a call.<\/p>\n\n\n\n
If you are the type who feels inhibited to make an opening, then do not worry. I was advised by one of my mentors to just listen and not worry about talking and enjoy being there. If you listen and observe intently you will find yourself talking soon. Your focus on the interactions and not on your perceived ability, does the trick. Try it a couple of times and see for yourself.<\/p>\n\n\n\n
Lastly, for anything to succeed one has to have the desire, then comes the effort and discipline for achieving it. A small progress or a step with positive result, is the best encouragement for you to strive towards your goals. Do ponder on your actions and results to stay focused on continuing to do this.<\/p>\n\n\n\n
One related question I hear from many of my coachees is \"visibility\" within the organization. More on that in a later post.<\/p>\n","post_title":"Networking - when and how to begin?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"networking-when-and-how-to-begin","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:58","post_modified_gmt":"2024-01-29 14:50:58","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1521","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1517,"post_author":"30","post_date":"2014-10-29 09:30:26","post_date_gmt":"2014-10-29 04:00:26","post_content":"\n
$\"sell-it\"$ <\/a><\/figure>\n\n\n\n
As a child, I used to come up with various ideas for almost anything, and ask for Rs. 1000\/- per idea. Being a child, nobody would want to pay money, that too a thousand Rupees \u2013 but, I would get something else as an appreciation for my efforts. A toffee, a cone ice cream etc.<\/p>\n\n\n\n
Further on, when I used to be active in small groups, selling was more of ideas and to get the team to converge on something, that the group can take as an action.<\/p>\n\n\n\n
As a team leader, I needed to sell the vision of the project to the team, to get everybody\u2019s buy in.<\/p>\n\n\n\n
More recently, I have been in contact with many aspiring and active entrepreneurs. Selling is something that they do with every breath.<\/p>\n\n\n\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 10 of 12 Previous 1 … 9 10 11 12 Next

\n
\u00b7 A second coachee had a lot of issues with his manager. He felt that the manager\u2019s lack of domain knowledge resulted in his not realizing & recognizing the value of the coachee\u2019s work. In addition, the coachee seemed to indicate that lack of recognition of his work had to do with his belonging to a minority religious community in India<\/p>\n\n\n\n
\u00b7 Yet another coachee told my colleague (also a Performance Coach) that her problems arose because her boss was an inveterate woman-hater<\/p>\n\n\n\n
These are situations of tight-rope walking for a performance coach! In situations of personal crisis, the coach may only help by sympathetic and patient listening. This may help the coachee more than one would think \u2013 just getting the problem \u201coff his chest\u201d often helps and relieves stress. Being less stressed, he may be able to come to grips with his personal predicament and deal with it better. However, coachee\u2019s entrenched beliefs on, say, religion and gender can be very challenging for the coach to deal with. Some deep-rooted beliefs may indicate pathology needing help from a trained therapist \u2013 far beyond the scope of performance coaching and the ability of the coach.<\/p>\n\n\n\n
Circle #4: Is the coachee\u2019s work environment conducive?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The last circle of influence is the coachee\u2019s work. Sometimes, people have told me that they are \u201cstuck\u201d in positions \u2013 say, \u201croutine\u201d software bug fixing and maintenance where there is really no scope for \u201clearning, enjoyment and fulfillment\u201d (you may like to read My Team is not motivated!!!<\/a> by my colleague Prasanna Moses on this). Most of us would agree that there is far less drudgery at work in today\u2019s knowledge-centric world than even just 30 years ago. We would also agree that there is no such thing as 100% \u201csexy\u201d work (unless of course, you are doing breakthrough work of your calling \u2013 say, in quantum computing). So, when coachees complain about their current work\/role and the lack of sexiness thereof, I ask them questions about what makes it boring, what they can do about it and so on \u2013 hopefully making them better aware of interesting possibilities in what they were doing. In some cases, people have hinted to me that they are considering quitting their \u201cboring\u201d job and looking for a reaction. Under such circumstances, to be fair to the coachee and to the coachee\u2019s employer (who is paying my fees!), I would say the best option is to ask the coachee questions exploring his rationale for leaving (without being judgmental on whether it is right or wrong) \u2013 like what does he think leaving the job will achieve, how will it get him closer to his goals, how is he sure that the same problems would not repeat themselves in the new organization and so on. The ultimate decision should be the coachee\u2019s based on introspection triggered by your questions. He may still choose to quit \u2013 but that is another matter! As far as you are concerned as a coach, you have played it fair & square. It is not unthinkable that you as the coach may actually agree with his rationale for seeking another job!<\/p>\n\n\n\n
A related aspect is also the organizational environment in which the coachee works \u2013 over & above his immediate work\/role discussed above. In sports coaching, the strong individual motivation is a given and the coachee has a great deal of control over what he can and cannot do to enhance his performance. The circumstances for software project managers are different. Their GROW model is in the context of an organization with its culture, policies, processes and so on. As a coach, I have encountered some real challenges here \u2013 the Project Manager may be aspiring to do something of value in his project but his line management and work environment may not be supportive. Some organizational policies can be insensitive to people and even draconian. In one software development organization, if project team members logged in less than 40 hours per week of approved work, there would be automatic cuts in their pay while the significant additional work needed at other times went scarcely noticed! How can one be expected to learn and enjoy their work in such an environment? In such cases, we do bring it up with the line management for addressing them and offer our help as well. To be honest, it worked sometimes and it did not in as many cases.<\/p>\n\n\n\n
In summary, as a practicing coach, you are bound to run into situations like the ones above which make you stop and ponder as to what extent theory can lead practice! You may need to introspect and think of newer ways of extending \u201ctheory\u201d or just use good old common sense and move on! At PM Power, we have the coaches\u2019 conclave where these situations are discussed to see how best to help the coachee considering all the circles of influence. It has significantly helped our coaches in specific situations and in honing their coaching skills in general.<\/p>\n\n\n\n
We invite you to share your coaching experiences (as a coach or a coachee) and we would be happy to share our perspectives which may be of help. You may reach us at info@pm-powerconsulting.com.<\/p>\n","post_title":"Journey of a coach - theory & practice (Part II)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-ii","to_ping":"","pinged":"","post_modified":"2024-01-29 10:54:32","post_modified_gmt":"2024-01-29 10:54:32","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1456","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1514,"post_author":"31","post_date":"2014-11-02 12:24:22","post_date_gmt":"2014-11-02 06:54:22","post_content":"\n
A speaker finishes a great speech \u2013 at least, HE thinks it is great! He then asks, \u201cAny questions?\u201d What does he expect? If I were him, I would expect the audience to demonstrate a level of understanding of what the speech was all about and ask meaningful questions - clarifying the ground covered and even extending from there.<\/p>\n\n\n\n
These are situations where one actually wants to be questioned to get a sense a satisfaction that the effort (the speech, in this case) has been worthwhile. But there are other situations where being questioned has a very negative connotation. It implies questioning the ability of the person being questioned or the work that he has done.<\/p>\n\n\n\n
The important thing is that the intent of questioning should be to seek understanding rather than putting down someone. Hence, even the tone of questioning is very important. Consider the difference between, \u201cWhy did you do THAT?\u201d and \u201cWhat are your reasons for doing THAT?\u201d<\/p>\n\n\n\n
The tone of the former question is judgmental while the same question asked differently demonstrates an openness and a neutral tone. The tone is important because it can either put people off & make them defensive or it can make them relaxed and explain their rationale for an idea or a course of action.<\/p>\n\n\n\n
From the above, it follows that there is a big difference between \u201cquestioning\u201d and \u201casking questions\u201d.<\/p>\n\n\n\n
$\"image\"$ <\/figure>\n\n\n\n
In the work context, a manager who adopts an approach of \u201casking questions\u201d enables an environment where his reportees apply their mind to the situation at hand and exercise their best judgment on the right course of action.<\/p>\n\n\n\n
The manager can use questions to expand the reportee\u2019s thinking and make him aware of aspects he may not have thought of (instead of just instructing him what to do).<\/p>\n\n\n\n
Hence asking questions contributes to the reportee\u2019s overall development and ability to deal with situations with minimal oversight. Equally important, it enables greater responsibility on the part of the reportee so that the implementation aspects of his suggestions are fully owned by him.<\/p>\n\n\n\n
Through this, the manager\u2019s time is also freed up from routine oversight functions to take up important but not urgent tasks.<\/p>\n\n\n\n
In a highly dynamic world, the approach of \u201casking questions\u201d is not just \u201ca nice to have\u201d but an imperative to empower people and ensure that the organization as a whole responds fast to changes in the environment.<\/p>\n\n\n\n
\u201cAsking questions\u201d is an essential part of the tool set of a coach who may be the line manager himself. You consciously adopt the approach for improving the \u201cawareness\u201d of the coachee and therefore, open his mind to his perceptions & other possibilities and take \u201cresponsibility\u201d for the options for actions that he chooses.<\/p>\n\n\n\n
Finally, adopting the approach of \u201casking questions\u201d needs a complementing skill which is ACTIVE listening. A coach cannot sustain a session of asking questions without actually listening well, understanding and re-phrasing of what the coachee says.<\/p>\n\n\n\n
As with most things in life, practice makes perfect \u2013 it takes time and experience to hone the approach of asking questions and the skill of active listening. But they can indeed be developed for individual and organizational benefit. The time to start is NOW!<\/p>\n","post_title":"Questioning and Asking Questions - what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"questioning-and-asking-questions-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:02","post_modified_gmt":"2024-01-29 10:55:02","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1514","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1448,"post_author":"31","post_date":"2014-11-02 06:59:09","post_date_gmt":"2014-11-02 01:29:09","post_content":"\n
This article is part of the series on \u201cJourney of a coach\u201d covering my experiences as a performance coach. You may have the read an earlier article in the series on \u201cJourney of a coach \u2013 the beginning\u201d<\/a>. The journey continues here...<\/p>\n\n\n\n
Yogi Berra, New York Yankees baseball player (arguably the best catcher of all time) said, \u201cIn theory, there is no difference between theory & practice. But in practice, there is!\u201d So, this article is about the theory & practice of coaching for performance \u2013 not baseball players but people managing software projects.<\/p>\n\n\n\n
In my context, the \u201ctheory\u201d was mostly \u201cCoaching for Performance\u201d by John Whitmore (by the way, there is another article of mine on Whitmore<\/a> if you are interested). The \u201cpractice\u201d was, of course, my actual experiences over the years.<\/p>\n\n\n\n
A caveat \u2013 I am not here to debunk theory and hail practice - as a cardiac surgeon might! I have a great deal of respect for Whitmore\u2019s book on Coaching for Performance. The book provided a solid reference and a practical guide for my work as a coach all these years.<\/p>\n\n\n\n
However, I do have my own \u201cinterpretations\u201d and \u201cextensions\u201d of the theory in actual practice which I wish to share. I will use the diagram below which shows the context for coaching.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
You can see the \u201ccircles of influence\u201d around the coachee which would have a bearing on coaching and its effectiveness. We will cover each of these circles with examples. Note that the coach\u2019s experience, beliefs and perceptions are also significant in the context in addition to his skills for coaching.<\/p>\n\n\n\n
Circle #1: Are all situations \u201ccoaching situations\u201d?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The first circle of influence is the coaching situation faced by the coachee at work. For example, it could be that he is recently promoted and finds gaining acceptance in his team a challenge.<\/p>\n\n\n\n
The question is whether all such work situations are amenable for coaching - whether you are the manager of the coachee or an external coach. If you follow the \u201ctheory\u201d (that is Whitmore), a coaching style can become the default management style of the entire organization for all occasions.<\/p>\n\n\n\n
In other words, all manager-reportee interactions can naturally follow the coaching style \u2013 the manager following the sequence of helping his reportee to identify the goal he is seeking to achieve, assess the current state of affairs, consider the available options to achieve the goal and making the commitment-making to make it happen.<\/p>\n\n\n\n
That is all very well, but what if you are a commando fighting a guerrilla war in a jungle and see a metal tube from the foliage pointing at you. Your commander (\u201cmanager\u201d) is not going to coach you through the situation, is he?<\/p>\n\n\n\n
There are also other equivalent (but less extreme) situations at work when time is of essence and all that the coachee needs is information or simple direction (like for example, how to balance staff loading in a project schedule).<\/p>\n\n\n\n
So, my interpretation of theory is that there is better pay-off of coaching in some situations than others. However, there are many, many work situations wherein the quality of work<\/b> or results<\/b> is very important, the learning<\/b> for the coachee very important and it is not an emergency<\/b>. Coaching is very relevant in those cases.<\/p>\n\n\n\n
Circle #2: Are people always receptive to coaching?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The next circle of influence is relating to how receptive people are to coaching even if their work situation was amenable for it.<\/p>\n\n\n\n
Are they motivated enough to become more aware<\/b> and take responsibility<\/b> by themselves and not just because their employer has enrolled them in a training & coaching program?<\/p>\n\n\n\n
Maslow\u2019s theory is that motivation is linked to the stage an individual is at in a hierarchy of needs (see diagram below from Whitmore\u2019s Coaching for Performance). Note that Whitmore has split Maslow\u2019s Esteem stage into two \u2013 Esteem from others and Self-esteem.<\/p>\n\n\n\n
At the stage of Esteem from others, one is looking \u201cexternal\u201d recognition and prestige as motivators. At the stage of Self-esteem, external motivators tend to become less important. More important is the need to make a difference and being empowered to do so enhancing self-esteem. This self-esteem stage is where coaching makes the biggest impact for personal growth.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
Source: Coaching for Performance by John Whitmore<\/i><\/p>\n\n\n\n
There are a few more \u201ccircles\u201d to cover which we will in Part II of the article.<\/p>\n\n\n\n
Till then...<\/p>\n","post_title":"Journey of a coach - theory & practice (Part I)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-i","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:34","post_modified_gmt":"2024-01-29 10:55:34","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1521,"post_author":"26","post_date":"2014-10-30 10:57:02","post_date_gmt":"2014-10-30 05:27:02","post_content":"\n
$\"Network_whenhow2\"$ <\/a><\/figure>\n\n\n\n
One is never without a network and if you are reading this - it may be more to know how to grow it and\/or to overcome obstacles, often due to one's level comfort with so called \"networking\".<\/p>\n\n\n\n
If you look at how you:<\/p>\n\n\n\n
\n
got the opportunity to work in your current position<\/li>\n\n\n\n
got into your college\/school<\/li>\n\n\n\n
got your house on rent or bought your apartment<\/li>\n<\/ul>\n\n\n\n
you will see that a network - formal, informal or virtual (internet based) was at play.<\/p>\n\n\n\n
I will focus on growing your professional network and a few simple steps for it and not delve into specifics of social media, as all of you would be familiar with it.<\/p>\n\n\n\n
First, start with your existing network - which will be your current and past colleagues, your college and school alumni, friends and family. See that you stay in touch with them, by meeting them up or electronically, if you are not in touch start right away. Sending greetings for important occasions, festivals and events is a good way to start. Make it a point to call a few of them over the commute\/ weekends and work on the complete list slowly and steadily, start at top the list again once you complete it.<\/p>\n\n\n\n
What if you need to ask for a reference or a favor from a person with whom you are not in regular touch. The best way to is to be honest, there is no point in coming up with a phony reason to get in touch with them and ask for what you want. Your honesty will be appreciated, after that do thank them and make an effort to stay in touch with them. See that your nurture this set of contacts where you have already made a start.<\/p>\n\n\n\n
Once, when I was looking out for a job using my network, I made it a point to call and thank all those who forwarded my resume to their contacts and I sent a book as a gift to thank all those contacts whose help took me to the interview stage. I did it without any motive and what amazed me was the warmth from these contacts in all my future interactions.<\/p>\n\n\n\n
Second area to focus on are the professional events - there will be events where your technical or managerial domain will be the focus. You may be sponsored\/encouraged by your organizations to attend them, do not let is pass citing an excuse of being busy. Do make time to attend a few of them. If you find that you do not have this opportunity then see that you find such events and enroll yourself.<\/p>\n\n\n\n
In my experience these events certainly help you make a few contacts, you will always find a few persons whom you will find interesting and knowledgeable and connect effortlessly. The key is to nurture this - see that you follow-up with a mail and\/or a call.<\/p>\n\n\n\n
If you are the type who feels inhibited to make an opening, then do not worry. I was advised by one of my mentors to just listen and not worry about talking and enjoy being there. If you listen and observe intently you will find yourself talking soon. Your focus on the interactions and not on your perceived ability, does the trick. Try it a couple of times and see for yourself.<\/p>\n\n\n\n
Lastly, for anything to succeed one has to have the desire, then comes the effort and discipline for achieving it. A small progress or a step with positive result, is the best encouragement for you to strive towards your goals. Do ponder on your actions and results to stay focused on continuing to do this.<\/p>\n\n\n\n
One related question I hear from many of my coachees is \"visibility\" within the organization. More on that in a later post.<\/p>\n","post_title":"Networking - when and how to begin?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"networking-when-and-how-to-begin","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:58","post_modified_gmt":"2024-01-29 14:50:58","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1521","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1517,"post_author":"30","post_date":"2014-10-29 09:30:26","post_date_gmt":"2014-10-29 04:00:26","post_content":"\n
$\"sell-it\"$ <\/a><\/figure>\n\n\n\n
As a child, I used to come up with various ideas for almost anything, and ask for Rs. 1000\/- per idea. Being a child, nobody would want to pay money, that too a thousand Rupees \u2013 but, I would get something else as an appreciation for my efforts. A toffee, a cone ice cream etc.<\/p>\n\n\n\n
Further on, when I used to be active in small groups, selling was more of ideas and to get the team to converge on something, that the group can take as an action.<\/p>\n\n\n\n
As a team leader, I needed to sell the vision of the project to the team, to get everybody\u2019s buy in.<\/p>\n\n\n\n
More recently, I have been in contact with many aspiring and active entrepreneurs. Selling is something that they do with every breath.<\/p>\n\n\n\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 10 of 12 Previous 1 … 9 10 11 12 Next

\n
\u00b7 A coachee once candidly admitted that he was himself the reason for his declining performance at work. The reason was that his family was going through his sister\u2019s painful divorce in the US and her life coming back to India. He just could not go about work as usual<\/p>\n\n\n\n
\u00b7 A second coachee had a lot of issues with his manager. He felt that the manager\u2019s lack of domain knowledge resulted in his not realizing & recognizing the value of the coachee\u2019s work. In addition, the coachee seemed to indicate that lack of recognition of his work had to do with his belonging to a minority religious community in India<\/p>\n\n\n\n
\u00b7 Yet another coachee told my colleague (also a Performance Coach) that her problems arose because her boss was an inveterate woman-hater<\/p>\n\n\n\n
These are situations of tight-rope walking for a performance coach! In situations of personal crisis, the coach may only help by sympathetic and patient listening. This may help the coachee more than one would think \u2013 just getting the problem \u201coff his chest\u201d often helps and relieves stress. Being less stressed, he may be able to come to grips with his personal predicament and deal with it better. However, coachee\u2019s entrenched beliefs on, say, religion and gender can be very challenging for the coach to deal with. Some deep-rooted beliefs may indicate pathology needing help from a trained therapist \u2013 far beyond the scope of performance coaching and the ability of the coach.<\/p>\n\n\n\n
Circle #4: Is the coachee\u2019s work environment conducive?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The last circle of influence is the coachee\u2019s work. Sometimes, people have told me that they are \u201cstuck\u201d in positions \u2013 say, \u201croutine\u201d software bug fixing and maintenance where there is really no scope for \u201clearning, enjoyment and fulfillment\u201d (you may like to read My Team is not motivated!!!<\/a> by my colleague Prasanna Moses on this). Most of us would agree that there is far less drudgery at work in today\u2019s knowledge-centric world than even just 30 years ago. We would also agree that there is no such thing as 100% \u201csexy\u201d work (unless of course, you are doing breakthrough work of your calling \u2013 say, in quantum computing). So, when coachees complain about their current work\/role and the lack of sexiness thereof, I ask them questions about what makes it boring, what they can do about it and so on \u2013 hopefully making them better aware of interesting possibilities in what they were doing. In some cases, people have hinted to me that they are considering quitting their \u201cboring\u201d job and looking for a reaction. Under such circumstances, to be fair to the coachee and to the coachee\u2019s employer (who is paying my fees!), I would say the best option is to ask the coachee questions exploring his rationale for leaving (without being judgmental on whether it is right or wrong) \u2013 like what does he think leaving the job will achieve, how will it get him closer to his goals, how is he sure that the same problems would not repeat themselves in the new organization and so on. The ultimate decision should be the coachee\u2019s based on introspection triggered by your questions. He may still choose to quit \u2013 but that is another matter! As far as you are concerned as a coach, you have played it fair & square. It is not unthinkable that you as the coach may actually agree with his rationale for seeking another job!<\/p>\n\n\n\n
A related aspect is also the organizational environment in which the coachee works \u2013 over & above his immediate work\/role discussed above. In sports coaching, the strong individual motivation is a given and the coachee has a great deal of control over what he can and cannot do to enhance his performance. The circumstances for software project managers are different. Their GROW model is in the context of an organization with its culture, policies, processes and so on. As a coach, I have encountered some real challenges here \u2013 the Project Manager may be aspiring to do something of value in his project but his line management and work environment may not be supportive. Some organizational policies can be insensitive to people and even draconian. In one software development organization, if project team members logged in less than 40 hours per week of approved work, there would be automatic cuts in their pay while the significant additional work needed at other times went scarcely noticed! How can one be expected to learn and enjoy their work in such an environment? In such cases, we do bring it up with the line management for addressing them and offer our help as well. To be honest, it worked sometimes and it did not in as many cases.<\/p>\n\n\n\n
In summary, as a practicing coach, you are bound to run into situations like the ones above which make you stop and ponder as to what extent theory can lead practice! You may need to introspect and think of newer ways of extending \u201ctheory\u201d or just use good old common sense and move on! At PM Power, we have the coaches\u2019 conclave where these situations are discussed to see how best to help the coachee considering all the circles of influence. It has significantly helped our coaches in specific situations and in honing their coaching skills in general.<\/p>\n\n\n\n
We invite you to share your coaching experiences (as a coach or a coachee) and we would be happy to share our perspectives which may be of help. You may reach us at info@pm-powerconsulting.com.<\/p>\n","post_title":"Journey of a coach - theory & practice (Part II)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-ii","to_ping":"","pinged":"","post_modified":"2024-01-29 10:54:32","post_modified_gmt":"2024-01-29 10:54:32","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1456","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1514,"post_author":"31","post_date":"2014-11-02 12:24:22","post_date_gmt":"2014-11-02 06:54:22","post_content":"\n
A speaker finishes a great speech \u2013 at least, HE thinks it is great! He then asks, \u201cAny questions?\u201d What does he expect? If I were him, I would expect the audience to demonstrate a level of understanding of what the speech was all about and ask meaningful questions - clarifying the ground covered and even extending from there.<\/p>\n\n\n\n
These are situations where one actually wants to be questioned to get a sense a satisfaction that the effort (the speech, in this case) has been worthwhile. But there are other situations where being questioned has a very negative connotation. It implies questioning the ability of the person being questioned or the work that he has done.<\/p>\n\n\n\n
The important thing is that the intent of questioning should be to seek understanding rather than putting down someone. Hence, even the tone of questioning is very important. Consider the difference between, \u201cWhy did you do THAT?\u201d and \u201cWhat are your reasons for doing THAT?\u201d<\/p>\n\n\n\n
The tone of the former question is judgmental while the same question asked differently demonstrates an openness and a neutral tone. The tone is important because it can either put people off & make them defensive or it can make them relaxed and explain their rationale for an idea or a course of action.<\/p>\n\n\n\n
From the above, it follows that there is a big difference between \u201cquestioning\u201d and \u201casking questions\u201d.<\/p>\n\n\n\n
$\"image\"$ <\/figure>\n\n\n\n
In the work context, a manager who adopts an approach of \u201casking questions\u201d enables an environment where his reportees apply their mind to the situation at hand and exercise their best judgment on the right course of action.<\/p>\n\n\n\n
The manager can use questions to expand the reportee\u2019s thinking and make him aware of aspects he may not have thought of (instead of just instructing him what to do).<\/p>\n\n\n\n
Hence asking questions contributes to the reportee\u2019s overall development and ability to deal with situations with minimal oversight. Equally important, it enables greater responsibility on the part of the reportee so that the implementation aspects of his suggestions are fully owned by him.<\/p>\n\n\n\n
Through this, the manager\u2019s time is also freed up from routine oversight functions to take up important but not urgent tasks.<\/p>\n\n\n\n
In a highly dynamic world, the approach of \u201casking questions\u201d is not just \u201ca nice to have\u201d but an imperative to empower people and ensure that the organization as a whole responds fast to changes in the environment.<\/p>\n\n\n\n
\u201cAsking questions\u201d is an essential part of the tool set of a coach who may be the line manager himself. You consciously adopt the approach for improving the \u201cawareness\u201d of the coachee and therefore, open his mind to his perceptions & other possibilities and take \u201cresponsibility\u201d for the options for actions that he chooses.<\/p>\n\n\n\n
Finally, adopting the approach of \u201casking questions\u201d needs a complementing skill which is ACTIVE listening. A coach cannot sustain a session of asking questions without actually listening well, understanding and re-phrasing of what the coachee says.<\/p>\n\n\n\n
As with most things in life, practice makes perfect \u2013 it takes time and experience to hone the approach of asking questions and the skill of active listening. But they can indeed be developed for individual and organizational benefit. The time to start is NOW!<\/p>\n","post_title":"Questioning and Asking Questions - what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"questioning-and-asking-questions-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:02","post_modified_gmt":"2024-01-29 10:55:02","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1514","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1448,"post_author":"31","post_date":"2014-11-02 06:59:09","post_date_gmt":"2014-11-02 01:29:09","post_content":"\n
This article is part of the series on \u201cJourney of a coach\u201d covering my experiences as a performance coach. You may have the read an earlier article in the series on \u201cJourney of a coach \u2013 the beginning\u201d<\/a>. The journey continues here...<\/p>\n\n\n\n
Yogi Berra, New York Yankees baseball player (arguably the best catcher of all time) said, \u201cIn theory, there is no difference between theory & practice. But in practice, there is!\u201d So, this article is about the theory & practice of coaching for performance \u2013 not baseball players but people managing software projects.<\/p>\n\n\n\n
In my context, the \u201ctheory\u201d was mostly \u201cCoaching for Performance\u201d by John Whitmore (by the way, there is another article of mine on Whitmore<\/a> if you are interested). The \u201cpractice\u201d was, of course, my actual experiences over the years.<\/p>\n\n\n\n
A caveat \u2013 I am not here to debunk theory and hail practice - as a cardiac surgeon might! I have a great deal of respect for Whitmore\u2019s book on Coaching for Performance. The book provided a solid reference and a practical guide for my work as a coach all these years.<\/p>\n\n\n\n
However, I do have my own \u201cinterpretations\u201d and \u201cextensions\u201d of the theory in actual practice which I wish to share. I will use the diagram below which shows the context for coaching.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
You can see the \u201ccircles of influence\u201d around the coachee which would have a bearing on coaching and its effectiveness. We will cover each of these circles with examples. Note that the coach\u2019s experience, beliefs and perceptions are also significant in the context in addition to his skills for coaching.<\/p>\n\n\n\n
Circle #1: Are all situations \u201ccoaching situations\u201d?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The first circle of influence is the coaching situation faced by the coachee at work. For example, it could be that he is recently promoted and finds gaining acceptance in his team a challenge.<\/p>\n\n\n\n
The question is whether all such work situations are amenable for coaching - whether you are the manager of the coachee or an external coach. If you follow the \u201ctheory\u201d (that is Whitmore), a coaching style can become the default management style of the entire organization for all occasions.<\/p>\n\n\n\n
In other words, all manager-reportee interactions can naturally follow the coaching style \u2013 the manager following the sequence of helping his reportee to identify the goal he is seeking to achieve, assess the current state of affairs, consider the available options to achieve the goal and making the commitment-making to make it happen.<\/p>\n\n\n\n
That is all very well, but what if you are a commando fighting a guerrilla war in a jungle and see a metal tube from the foliage pointing at you. Your commander (\u201cmanager\u201d) is not going to coach you through the situation, is he?<\/p>\n\n\n\n
There are also other equivalent (but less extreme) situations at work when time is of essence and all that the coachee needs is information or simple direction (like for example, how to balance staff loading in a project schedule).<\/p>\n\n\n\n
So, my interpretation of theory is that there is better pay-off of coaching in some situations than others. However, there are many, many work situations wherein the quality of work<\/b> or results<\/b> is very important, the learning<\/b> for the coachee very important and it is not an emergency<\/b>. Coaching is very relevant in those cases.<\/p>\n\n\n\n
Circle #2: Are people always receptive to coaching?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The next circle of influence is relating to how receptive people are to coaching even if their work situation was amenable for it.<\/p>\n\n\n\n
Are they motivated enough to become more aware<\/b> and take responsibility<\/b> by themselves and not just because their employer has enrolled them in a training & coaching program?<\/p>\n\n\n\n
Maslow\u2019s theory is that motivation is linked to the stage an individual is at in a hierarchy of needs (see diagram below from Whitmore\u2019s Coaching for Performance). Note that Whitmore has split Maslow\u2019s Esteem stage into two \u2013 Esteem from others and Self-esteem.<\/p>\n\n\n\n
At the stage of Esteem from others, one is looking \u201cexternal\u201d recognition and prestige as motivators. At the stage of Self-esteem, external motivators tend to become less important. More important is the need to make a difference and being empowered to do so enhancing self-esteem. This self-esteem stage is where coaching makes the biggest impact for personal growth.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
Source: Coaching for Performance by John Whitmore<\/i><\/p>\n\n\n\n
There are a few more \u201ccircles\u201d to cover which we will in Part II of the article.<\/p>\n\n\n\n
Till then...<\/p>\n","post_title":"Journey of a coach - theory & practice (Part I)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-i","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:34","post_modified_gmt":"2024-01-29 10:55:34","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1521,"post_author":"26","post_date":"2014-10-30 10:57:02","post_date_gmt":"2014-10-30 05:27:02","post_content":"\n
$\"Network_whenhow2\"$ <\/a><\/figure>\n\n\n\n
One is never without a network and if you are reading this - it may be more to know how to grow it and\/or to overcome obstacles, often due to one's level comfort with so called \"networking\".<\/p>\n\n\n\n
If you look at how you:<\/p>\n\n\n\n
\n
got the opportunity to work in your current position<\/li>\n\n\n\n
got into your college\/school<\/li>\n\n\n\n
got your house on rent or bought your apartment<\/li>\n<\/ul>\n\n\n\n
you will see that a network - formal, informal or virtual (internet based) was at play.<\/p>\n\n\n\n
I will focus on growing your professional network and a few simple steps for it and not delve into specifics of social media, as all of you would be familiar with it.<\/p>\n\n\n\n
First, start with your existing network - which will be your current and past colleagues, your college and school alumni, friends and family. See that you stay in touch with them, by meeting them up or electronically, if you are not in touch start right away. Sending greetings for important occasions, festivals and events is a good way to start. Make it a point to call a few of them over the commute\/ weekends and work on the complete list slowly and steadily, start at top the list again once you complete it.<\/p>\n\n\n\n
What if you need to ask for a reference or a favor from a person with whom you are not in regular touch. The best way to is to be honest, there is no point in coming up with a phony reason to get in touch with them and ask for what you want. Your honesty will be appreciated, after that do thank them and make an effort to stay in touch with them. See that your nurture this set of contacts where you have already made a start.<\/p>\n\n\n\n
Once, when I was looking out for a job using my network, I made it a point to call and thank all those who forwarded my resume to their contacts and I sent a book as a gift to thank all those contacts whose help took me to the interview stage. I did it without any motive and what amazed me was the warmth from these contacts in all my future interactions.<\/p>\n\n\n\n
Second area to focus on are the professional events - there will be events where your technical or managerial domain will be the focus. You may be sponsored\/encouraged by your organizations to attend them, do not let is pass citing an excuse of being busy. Do make time to attend a few of them. If you find that you do not have this opportunity then see that you find such events and enroll yourself.<\/p>\n\n\n\n
In my experience these events certainly help you make a few contacts, you will always find a few persons whom you will find interesting and knowledgeable and connect effortlessly. The key is to nurture this - see that you follow-up with a mail and\/or a call.<\/p>\n\n\n\n
If you are the type who feels inhibited to make an opening, then do not worry. I was advised by one of my mentors to just listen and not worry about talking and enjoy being there. If you listen and observe intently you will find yourself talking soon. Your focus on the interactions and not on your perceived ability, does the trick. Try it a couple of times and see for yourself.<\/p>\n\n\n\n
Lastly, for anything to succeed one has to have the desire, then comes the effort and discipline for achieving it. A small progress or a step with positive result, is the best encouragement for you to strive towards your goals. Do ponder on your actions and results to stay focused on continuing to do this.<\/p>\n\n\n\n
One related question I hear from many of my coachees is \"visibility\" within the organization. More on that in a later post.<\/p>\n","post_title":"Networking - when and how to begin?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"networking-when-and-how-to-begin","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:58","post_modified_gmt":"2024-01-29 14:50:58","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1521","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1517,"post_author":"30","post_date":"2014-10-29 09:30:26","post_date_gmt":"2014-10-29 04:00:26","post_content":"\n
$\"sell-it\"$ <\/a><\/figure>\n\n\n\n
As a child, I used to come up with various ideas for almost anything, and ask for Rs. 1000\/- per idea. Being a child, nobody would want to pay money, that too a thousand Rupees \u2013 but, I would get something else as an appreciation for my efforts. A toffee, a cone ice cream etc.<\/p>\n\n\n\n
Further on, when I used to be active in small groups, selling was more of ideas and to get the team to converge on something, that the group can take as an action.<\/p>\n\n\n\n
As a team leader, I needed to sell the vision of the project to the team, to get everybody\u2019s buy in.<\/p>\n\n\n\n
More recently, I have been in contact with many aspiring and active entrepreneurs. Selling is something that they do with every breath.<\/p>\n\n\n\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 10 of 12 Previous 1 … 9 10 11 12 Next

\n
Circle #3 above regarding \u201cbeliefs, perceptions and personal circumstances\u201d can actually be quite a hard shell hindering coaching progress. But it is often an invisible hard shell because people will share only so much of their innermost beliefs and personal circumstances even though they are impacting their work performance. Coaches make chance discoveries of this shell in the Reality check part (that is, the current state of affairs that needs to improve to meet the Goal) of the Goal-Reality-Options-Will (GROW) model of Whitmore. Here are examples:<\/p>\n\n\n\n
\u00b7 A coachee once candidly admitted that he was himself the reason for his declining performance at work. The reason was that his family was going through his sister\u2019s painful divorce in the US and her life coming back to India. He just could not go about work as usual<\/p>\n\n\n\n
\u00b7 A second coachee had a lot of issues with his manager. He felt that the manager\u2019s lack of domain knowledge resulted in his not realizing & recognizing the value of the coachee\u2019s work. In addition, the coachee seemed to indicate that lack of recognition of his work had to do with his belonging to a minority religious community in India<\/p>\n\n\n\n
\u00b7 Yet another coachee told my colleague (also a Performance Coach) that her problems arose because her boss was an inveterate woman-hater<\/p>\n\n\n\n
These are situations of tight-rope walking for a performance coach! In situations of personal crisis, the coach may only help by sympathetic and patient listening. This may help the coachee more than one would think \u2013 just getting the problem \u201coff his chest\u201d often helps and relieves stress. Being less stressed, he may be able to come to grips with his personal predicament and deal with it better. However, coachee\u2019s entrenched beliefs on, say, religion and gender can be very challenging for the coach to deal with. Some deep-rooted beliefs may indicate pathology needing help from a trained therapist \u2013 far beyond the scope of performance coaching and the ability of the coach.<\/p>\n\n\n\n
Circle #4: Is the coachee\u2019s work environment conducive?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The last circle of influence is the coachee\u2019s work. Sometimes, people have told me that they are \u201cstuck\u201d in positions \u2013 say, \u201croutine\u201d software bug fixing and maintenance where there is really no scope for \u201clearning, enjoyment and fulfillment\u201d (you may like to read My Team is not motivated!!!<\/a> by my colleague Prasanna Moses on this). Most of us would agree that there is far less drudgery at work in today\u2019s knowledge-centric world than even just 30 years ago. We would also agree that there is no such thing as 100% \u201csexy\u201d work (unless of course, you are doing breakthrough work of your calling \u2013 say, in quantum computing). So, when coachees complain about their current work\/role and the lack of sexiness thereof, I ask them questions about what makes it boring, what they can do about it and so on \u2013 hopefully making them better aware of interesting possibilities in what they were doing. In some cases, people have hinted to me that they are considering quitting their \u201cboring\u201d job and looking for a reaction. Under such circumstances, to be fair to the coachee and to the coachee\u2019s employer (who is paying my fees!), I would say the best option is to ask the coachee questions exploring his rationale for leaving (without being judgmental on whether it is right or wrong) \u2013 like what does he think leaving the job will achieve, how will it get him closer to his goals, how is he sure that the same problems would not repeat themselves in the new organization and so on. The ultimate decision should be the coachee\u2019s based on introspection triggered by your questions. He may still choose to quit \u2013 but that is another matter! As far as you are concerned as a coach, you have played it fair & square. It is not unthinkable that you as the coach may actually agree with his rationale for seeking another job!<\/p>\n\n\n\n
A related aspect is also the organizational environment in which the coachee works \u2013 over & above his immediate work\/role discussed above. In sports coaching, the strong individual motivation is a given and the coachee has a great deal of control over what he can and cannot do to enhance his performance. The circumstances for software project managers are different. Their GROW model is in the context of an organization with its culture, policies, processes and so on. As a coach, I have encountered some real challenges here \u2013 the Project Manager may be aspiring to do something of value in his project but his line management and work environment may not be supportive. Some organizational policies can be insensitive to people and even draconian. In one software development organization, if project team members logged in less than 40 hours per week of approved work, there would be automatic cuts in their pay while the significant additional work needed at other times went scarcely noticed! How can one be expected to learn and enjoy their work in such an environment? In such cases, we do bring it up with the line management for addressing them and offer our help as well. To be honest, it worked sometimes and it did not in as many cases.<\/p>\n\n\n\n
In summary, as a practicing coach, you are bound to run into situations like the ones above which make you stop and ponder as to what extent theory can lead practice! You may need to introspect and think of newer ways of extending \u201ctheory\u201d or just use good old common sense and move on! At PM Power, we have the coaches\u2019 conclave where these situations are discussed to see how best to help the coachee considering all the circles of influence. It has significantly helped our coaches in specific situations and in honing their coaching skills in general.<\/p>\n\n\n\n
We invite you to share your coaching experiences (as a coach or a coachee) and we would be happy to share our perspectives which may be of help. You may reach us at info@pm-powerconsulting.com.<\/p>\n","post_title":"Journey of a coach - theory & practice (Part II)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-ii","to_ping":"","pinged":"","post_modified":"2024-01-29 10:54:32","post_modified_gmt":"2024-01-29 10:54:32","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1456","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1514,"post_author":"31","post_date":"2014-11-02 12:24:22","post_date_gmt":"2014-11-02 06:54:22","post_content":"\n
A speaker finishes a great speech \u2013 at least, HE thinks it is great! He then asks, \u201cAny questions?\u201d What does he expect? If I were him, I would expect the audience to demonstrate a level of understanding of what the speech was all about and ask meaningful questions - clarifying the ground covered and even extending from there.<\/p>\n\n\n\n
These are situations where one actually wants to be questioned to get a sense a satisfaction that the effort (the speech, in this case) has been worthwhile. But there are other situations where being questioned has a very negative connotation. It implies questioning the ability of the person being questioned or the work that he has done.<\/p>\n\n\n\n
The important thing is that the intent of questioning should be to seek understanding rather than putting down someone. Hence, even the tone of questioning is very important. Consider the difference between, \u201cWhy did you do THAT?\u201d and \u201cWhat are your reasons for doing THAT?\u201d<\/p>\n\n\n\n
The tone of the former question is judgmental while the same question asked differently demonstrates an openness and a neutral tone. The tone is important because it can either put people off & make them defensive or it can make them relaxed and explain their rationale for an idea or a course of action.<\/p>\n\n\n\n
From the above, it follows that there is a big difference between \u201cquestioning\u201d and \u201casking questions\u201d.<\/p>\n\n\n\n
$\"image\"$ <\/figure>\n\n\n\n
In the work context, a manager who adopts an approach of \u201casking questions\u201d enables an environment where his reportees apply their mind to the situation at hand and exercise their best judgment on the right course of action.<\/p>\n\n\n\n
The manager can use questions to expand the reportee\u2019s thinking and make him aware of aspects he may not have thought of (instead of just instructing him what to do).<\/p>\n\n\n\n
Hence asking questions contributes to the reportee\u2019s overall development and ability to deal with situations with minimal oversight. Equally important, it enables greater responsibility on the part of the reportee so that the implementation aspects of his suggestions are fully owned by him.<\/p>\n\n\n\n
Through this, the manager\u2019s time is also freed up from routine oversight functions to take up important but not urgent tasks.<\/p>\n\n\n\n
In a highly dynamic world, the approach of \u201casking questions\u201d is not just \u201ca nice to have\u201d but an imperative to empower people and ensure that the organization as a whole responds fast to changes in the environment.<\/p>\n\n\n\n
\u201cAsking questions\u201d is an essential part of the tool set of a coach who may be the line manager himself. You consciously adopt the approach for improving the \u201cawareness\u201d of the coachee and therefore, open his mind to his perceptions & other possibilities and take \u201cresponsibility\u201d for the options for actions that he chooses.<\/p>\n\n\n\n
Finally, adopting the approach of \u201casking questions\u201d needs a complementing skill which is ACTIVE listening. A coach cannot sustain a session of asking questions without actually listening well, understanding and re-phrasing of what the coachee says.<\/p>\n\n\n\n
As with most things in life, practice makes perfect \u2013 it takes time and experience to hone the approach of asking questions and the skill of active listening. But they can indeed be developed for individual and organizational benefit. The time to start is NOW!<\/p>\n","post_title":"Questioning and Asking Questions - what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"questioning-and-asking-questions-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:02","post_modified_gmt":"2024-01-29 10:55:02","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1514","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1448,"post_author":"31","post_date":"2014-11-02 06:59:09","post_date_gmt":"2014-11-02 01:29:09","post_content":"\n
This article is part of the series on \u201cJourney of a coach\u201d covering my experiences as a performance coach. You may have the read an earlier article in the series on \u201cJourney of a coach \u2013 the beginning\u201d<\/a>. The journey continues here...<\/p>\n\n\n\n
Yogi Berra, New York Yankees baseball player (arguably the best catcher of all time) said, \u201cIn theory, there is no difference between theory & practice. But in practice, there is!\u201d So, this article is about the theory & practice of coaching for performance \u2013 not baseball players but people managing software projects.<\/p>\n\n\n\n
In my context, the \u201ctheory\u201d was mostly \u201cCoaching for Performance\u201d by John Whitmore (by the way, there is another article of mine on Whitmore<\/a> if you are interested). The \u201cpractice\u201d was, of course, my actual experiences over the years.<\/p>\n\n\n\n
A caveat \u2013 I am not here to debunk theory and hail practice - as a cardiac surgeon might! I have a great deal of respect for Whitmore\u2019s book on Coaching for Performance. The book provided a solid reference and a practical guide for my work as a coach all these years.<\/p>\n\n\n\n
However, I do have my own \u201cinterpretations\u201d and \u201cextensions\u201d of the theory in actual practice which I wish to share. I will use the diagram below which shows the context for coaching.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
You can see the \u201ccircles of influence\u201d around the coachee which would have a bearing on coaching and its effectiveness. We will cover each of these circles with examples. Note that the coach\u2019s experience, beliefs and perceptions are also significant in the context in addition to his skills for coaching.<\/p>\n\n\n\n
Circle #1: Are all situations \u201ccoaching situations\u201d?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The first circle of influence is the coaching situation faced by the coachee at work. For example, it could be that he is recently promoted and finds gaining acceptance in his team a challenge.<\/p>\n\n\n\n
The question is whether all such work situations are amenable for coaching - whether you are the manager of the coachee or an external coach. If you follow the \u201ctheory\u201d (that is Whitmore), a coaching style can become the default management style of the entire organization for all occasions.<\/p>\n\n\n\n
In other words, all manager-reportee interactions can naturally follow the coaching style \u2013 the manager following the sequence of helping his reportee to identify the goal he is seeking to achieve, assess the current state of affairs, consider the available options to achieve the goal and making the commitment-making to make it happen.<\/p>\n\n\n\n
That is all very well, but what if you are a commando fighting a guerrilla war in a jungle and see a metal tube from the foliage pointing at you. Your commander (\u201cmanager\u201d) is not going to coach you through the situation, is he?<\/p>\n\n\n\n
There are also other equivalent (but less extreme) situations at work when time is of essence and all that the coachee needs is information or simple direction (like for example, how to balance staff loading in a project schedule).<\/p>\n\n\n\n
So, my interpretation of theory is that there is better pay-off of coaching in some situations than others. However, there are many, many work situations wherein the quality of work<\/b> or results<\/b> is very important, the learning<\/b> for the coachee very important and it is not an emergency<\/b>. Coaching is very relevant in those cases.<\/p>\n\n\n\n
Circle #2: Are people always receptive to coaching?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The next circle of influence is relating to how receptive people are to coaching even if their work situation was amenable for it.<\/p>\n\n\n\n
Are they motivated enough to become more aware<\/b> and take responsibility<\/b> by themselves and not just because their employer has enrolled them in a training & coaching program?<\/p>\n\n\n\n
Maslow\u2019s theory is that motivation is linked to the stage an individual is at in a hierarchy of needs (see diagram below from Whitmore\u2019s Coaching for Performance). Note that Whitmore has split Maslow\u2019s Esteem stage into two \u2013 Esteem from others and Self-esteem.<\/p>\n\n\n\n
At the stage of Esteem from others, one is looking \u201cexternal\u201d recognition and prestige as motivators. At the stage of Self-esteem, external motivators tend to become less important. More important is the need to make a difference and being empowered to do so enhancing self-esteem. This self-esteem stage is where coaching makes the biggest impact for personal growth.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
Source: Coaching for Performance by John Whitmore<\/i><\/p>\n\n\n\n
There are a few more \u201ccircles\u201d to cover which we will in Part II of the article.<\/p>\n\n\n\n
Till then...<\/p>\n","post_title":"Journey of a coach - theory & practice (Part I)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-i","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:34","post_modified_gmt":"2024-01-29 10:55:34","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1521,"post_author":"26","post_date":"2014-10-30 10:57:02","post_date_gmt":"2014-10-30 05:27:02","post_content":"\n
$\"Network_whenhow2\"$ <\/a><\/figure>\n\n\n\n
One is never without a network and if you are reading this - it may be more to know how to grow it and\/or to overcome obstacles, often due to one's level comfort with so called \"networking\".<\/p>\n\n\n\n
If you look at how you:<\/p>\n\n\n\n
\n
got the opportunity to work in your current position<\/li>\n\n\n\n
got into your college\/school<\/li>\n\n\n\n
got your house on rent or bought your apartment<\/li>\n<\/ul>\n\n\n\n
you will see that a network - formal, informal or virtual (internet based) was at play.<\/p>\n\n\n\n
I will focus on growing your professional network and a few simple steps for it and not delve into specifics of social media, as all of you would be familiar with it.<\/p>\n\n\n\n
First, start with your existing network - which will be your current and past colleagues, your college and school alumni, friends and family. See that you stay in touch with them, by meeting them up or electronically, if you are not in touch start right away. Sending greetings for important occasions, festivals and events is a good way to start. Make it a point to call a few of them over the commute\/ weekends and work on the complete list slowly and steadily, start at top the list again once you complete it.<\/p>\n\n\n\n
What if you need to ask for a reference or a favor from a person with whom you are not in regular touch. The best way to is to be honest, there is no point in coming up with a phony reason to get in touch with them and ask for what you want. Your honesty will be appreciated, after that do thank them and make an effort to stay in touch with them. See that your nurture this set of contacts where you have already made a start.<\/p>\n\n\n\n
Once, when I was looking out for a job using my network, I made it a point to call and thank all those who forwarded my resume to their contacts and I sent a book as a gift to thank all those contacts whose help took me to the interview stage. I did it without any motive and what amazed me was the warmth from these contacts in all my future interactions.<\/p>\n\n\n\n
Second area to focus on are the professional events - there will be events where your technical or managerial domain will be the focus. You may be sponsored\/encouraged by your organizations to attend them, do not let is pass citing an excuse of being busy. Do make time to attend a few of them. If you find that you do not have this opportunity then see that you find such events and enroll yourself.<\/p>\n\n\n\n
In my experience these events certainly help you make a few contacts, you will always find a few persons whom you will find interesting and knowledgeable and connect effortlessly. The key is to nurture this - see that you follow-up with a mail and\/or a call.<\/p>\n\n\n\n
If you are the type who feels inhibited to make an opening, then do not worry. I was advised by one of my mentors to just listen and not worry about talking and enjoy being there. If you listen and observe intently you will find yourself talking soon. Your focus on the interactions and not on your perceived ability, does the trick. Try it a couple of times and see for yourself.<\/p>\n\n\n\n
Lastly, for anything to succeed one has to have the desire, then comes the effort and discipline for achieving it. A small progress or a step with positive result, is the best encouragement for you to strive towards your goals. Do ponder on your actions and results to stay focused on continuing to do this.<\/p>\n\n\n\n
One related question I hear from many of my coachees is \"visibility\" within the organization. More on that in a later post.<\/p>\n","post_title":"Networking - when and how to begin?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"networking-when-and-how-to-begin","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:58","post_modified_gmt":"2024-01-29 14:50:58","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1521","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1517,"post_author":"30","post_date":"2014-10-29 09:30:26","post_date_gmt":"2014-10-29 04:00:26","post_content":"\n
$\"sell-it\"$ <\/a><\/figure>\n\n\n\n
As a child, I used to come up with various ideas for almost anything, and ask for Rs. 1000\/- per idea. Being a child, nobody would want to pay money, that too a thousand Rupees \u2013 but, I would get something else as an appreciation for my efforts. A toffee, a cone ice cream etc.<\/p>\n\n\n\n
Further on, when I used to be active in small groups, selling was more of ideas and to get the team to converge on something, that the group can take as an action.<\/p>\n\n\n\n
As a team leader, I needed to sell the vision of the project to the team, to get everybody\u2019s buy in.<\/p>\n\n\n\n
More recently, I have been in contact with many aspiring and active entrepreneurs. Selling is something that they do with every breath.<\/p>\n\n\n\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 10 of 12 Previous 1 … 9 10 11 12 Next

\n
<\/p>\n\n\n\n
Circle #3 above regarding \u201cbeliefs, perceptions and personal circumstances\u201d can actually be quite a hard shell hindering coaching progress. But it is often an invisible hard shell because people will share only so much of their innermost beliefs and personal circumstances even though they are impacting their work performance. Coaches make chance discoveries of this shell in the Reality check part (that is, the current state of affairs that needs to improve to meet the Goal) of the Goal-Reality-Options-Will (GROW) model of Whitmore. Here are examples:<\/p>\n\n\n\n
\u00b7 A coachee once candidly admitted that he was himself the reason for his declining performance at work. The reason was that his family was going through his sister\u2019s painful divorce in the US and her life coming back to India. He just could not go about work as usual<\/p>\n\n\n\n
\u00b7 A second coachee had a lot of issues with his manager. He felt that the manager\u2019s lack of domain knowledge resulted in his not realizing & recognizing the value of the coachee\u2019s work. In addition, the coachee seemed to indicate that lack of recognition of his work had to do with his belonging to a minority religious community in India<\/p>\n\n\n\n
\u00b7 Yet another coachee told my colleague (also a Performance Coach) that her problems arose because her boss was an inveterate woman-hater<\/p>\n\n\n\n
These are situations of tight-rope walking for a performance coach! In situations of personal crisis, the coach may only help by sympathetic and patient listening. This may help the coachee more than one would think \u2013 just getting the problem \u201coff his chest\u201d often helps and relieves stress. Being less stressed, he may be able to come to grips with his personal predicament and deal with it better. However, coachee\u2019s entrenched beliefs on, say, religion and gender can be very challenging for the coach to deal with. Some deep-rooted beliefs may indicate pathology needing help from a trained therapist \u2013 far beyond the scope of performance coaching and the ability of the coach.<\/p>\n\n\n\n
Circle #4: Is the coachee\u2019s work environment conducive?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The last circle of influence is the coachee\u2019s work. Sometimes, people have told me that they are \u201cstuck\u201d in positions \u2013 say, \u201croutine\u201d software bug fixing and maintenance where there is really no scope for \u201clearning, enjoyment and fulfillment\u201d (you may like to read My Team is not motivated!!!<\/a> by my colleague Prasanna Moses on this). Most of us would agree that there is far less drudgery at work in today\u2019s knowledge-centric world than even just 30 years ago. We would also agree that there is no such thing as 100% \u201csexy\u201d work (unless of course, you are doing breakthrough work of your calling \u2013 say, in quantum computing). So, when coachees complain about their current work\/role and the lack of sexiness thereof, I ask them questions about what makes it boring, what they can do about it and so on \u2013 hopefully making them better aware of interesting possibilities in what they were doing. In some cases, people have hinted to me that they are considering quitting their \u201cboring\u201d job and looking for a reaction. Under such circumstances, to be fair to the coachee and to the coachee\u2019s employer (who is paying my fees!), I would say the best option is to ask the coachee questions exploring his rationale for leaving (without being judgmental on whether it is right or wrong) \u2013 like what does he think leaving the job will achieve, how will it get him closer to his goals, how is he sure that the same problems would not repeat themselves in the new organization and so on. The ultimate decision should be the coachee\u2019s based on introspection triggered by your questions. He may still choose to quit \u2013 but that is another matter! As far as you are concerned as a coach, you have played it fair & square. It is not unthinkable that you as the coach may actually agree with his rationale for seeking another job!<\/p>\n\n\n\n
A related aspect is also the organizational environment in which the coachee works \u2013 over & above his immediate work\/role discussed above. In sports coaching, the strong individual motivation is a given and the coachee has a great deal of control over what he can and cannot do to enhance his performance. The circumstances for software project managers are different. Their GROW model is in the context of an organization with its culture, policies, processes and so on. As a coach, I have encountered some real challenges here \u2013 the Project Manager may be aspiring to do something of value in his project but his line management and work environment may not be supportive. Some organizational policies can be insensitive to people and even draconian. In one software development organization, if project team members logged in less than 40 hours per week of approved work, there would be automatic cuts in their pay while the significant additional work needed at other times went scarcely noticed! How can one be expected to learn and enjoy their work in such an environment? In such cases, we do bring it up with the line management for addressing them and offer our help as well. To be honest, it worked sometimes and it did not in as many cases.<\/p>\n\n\n\n
In summary, as a practicing coach, you are bound to run into situations like the ones above which make you stop and ponder as to what extent theory can lead practice! You may need to introspect and think of newer ways of extending \u201ctheory\u201d or just use good old common sense and move on! At PM Power, we have the coaches\u2019 conclave where these situations are discussed to see how best to help the coachee considering all the circles of influence. It has significantly helped our coaches in specific situations and in honing their coaching skills in general.<\/p>\n\n\n\n
We invite you to share your coaching experiences (as a coach or a coachee) and we would be happy to share our perspectives which may be of help. You may reach us at info@pm-powerconsulting.com.<\/p>\n","post_title":"Journey of a coach - theory & practice (Part II)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-ii","to_ping":"","pinged":"","post_modified":"2024-01-29 10:54:32","post_modified_gmt":"2024-01-29 10:54:32","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1456","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1514,"post_author":"31","post_date":"2014-11-02 12:24:22","post_date_gmt":"2014-11-02 06:54:22","post_content":"\n
A speaker finishes a great speech \u2013 at least, HE thinks it is great! He then asks, \u201cAny questions?\u201d What does he expect? If I were him, I would expect the audience to demonstrate a level of understanding of what the speech was all about and ask meaningful questions - clarifying the ground covered and even extending from there.<\/p>\n\n\n\n
These are situations where one actually wants to be questioned to get a sense a satisfaction that the effort (the speech, in this case) has been worthwhile. But there are other situations where being questioned has a very negative connotation. It implies questioning the ability of the person being questioned or the work that he has done.<\/p>\n\n\n\n
The important thing is that the intent of questioning should be to seek understanding rather than putting down someone. Hence, even the tone of questioning is very important. Consider the difference between, \u201cWhy did you do THAT?\u201d and \u201cWhat are your reasons for doing THAT?\u201d<\/p>\n\n\n\n
The tone of the former question is judgmental while the same question asked differently demonstrates an openness and a neutral tone. The tone is important because it can either put people off & make them defensive or it can make them relaxed and explain their rationale for an idea or a course of action.<\/p>\n\n\n\n
From the above, it follows that there is a big difference between \u201cquestioning\u201d and \u201casking questions\u201d.<\/p>\n\n\n\n
$\"image\"$ <\/figure>\n\n\n\n
In the work context, a manager who adopts an approach of \u201casking questions\u201d enables an environment where his reportees apply their mind to the situation at hand and exercise their best judgment on the right course of action.<\/p>\n\n\n\n
The manager can use questions to expand the reportee\u2019s thinking and make him aware of aspects he may not have thought of (instead of just instructing him what to do).<\/p>\n\n\n\n
Hence asking questions contributes to the reportee\u2019s overall development and ability to deal with situations with minimal oversight. Equally important, it enables greater responsibility on the part of the reportee so that the implementation aspects of his suggestions are fully owned by him.<\/p>\n\n\n\n
Through this, the manager\u2019s time is also freed up from routine oversight functions to take up important but not urgent tasks.<\/p>\n\n\n\n
In a highly dynamic world, the approach of \u201casking questions\u201d is not just \u201ca nice to have\u201d but an imperative to empower people and ensure that the organization as a whole responds fast to changes in the environment.<\/p>\n\n\n\n
\u201cAsking questions\u201d is an essential part of the tool set of a coach who may be the line manager himself. You consciously adopt the approach for improving the \u201cawareness\u201d of the coachee and therefore, open his mind to his perceptions & other possibilities and take \u201cresponsibility\u201d for the options for actions that he chooses.<\/p>\n\n\n\n
Finally, adopting the approach of \u201casking questions\u201d needs a complementing skill which is ACTIVE listening. A coach cannot sustain a session of asking questions without actually listening well, understanding and re-phrasing of what the coachee says.<\/p>\n\n\n\n
As with most things in life, practice makes perfect \u2013 it takes time and experience to hone the approach of asking questions and the skill of active listening. But they can indeed be developed for individual and organizational benefit. The time to start is NOW!<\/p>\n","post_title":"Questioning and Asking Questions - what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"questioning-and-asking-questions-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:02","post_modified_gmt":"2024-01-29 10:55:02","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1514","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1448,"post_author":"31","post_date":"2014-11-02 06:59:09","post_date_gmt":"2014-11-02 01:29:09","post_content":"\n
This article is part of the series on \u201cJourney of a coach\u201d covering my experiences as a performance coach. You may have the read an earlier article in the series on \u201cJourney of a coach \u2013 the beginning\u201d<\/a>. The journey continues here...<\/p>\n\n\n\n
Yogi Berra, New York Yankees baseball player (arguably the best catcher of all time) said, \u201cIn theory, there is no difference between theory & practice. But in practice, there is!\u201d So, this article is about the theory & practice of coaching for performance \u2013 not baseball players but people managing software projects.<\/p>\n\n\n\n
In my context, the \u201ctheory\u201d was mostly \u201cCoaching for Performance\u201d by John Whitmore (by the way, there is another article of mine on Whitmore<\/a> if you are interested). The \u201cpractice\u201d was, of course, my actual experiences over the years.<\/p>\n\n\n\n
A caveat \u2013 I am not here to debunk theory and hail practice - as a cardiac surgeon might! I have a great deal of respect for Whitmore\u2019s book on Coaching for Performance. The book provided a solid reference and a practical guide for my work as a coach all these years.<\/p>\n\n\n\n
However, I do have my own \u201cinterpretations\u201d and \u201cextensions\u201d of the theory in actual practice which I wish to share. I will use the diagram below which shows the context for coaching.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
You can see the \u201ccircles of influence\u201d around the coachee which would have a bearing on coaching and its effectiveness. We will cover each of these circles with examples. Note that the coach\u2019s experience, beliefs and perceptions are also significant in the context in addition to his skills for coaching.<\/p>\n\n\n\n
Circle #1: Are all situations \u201ccoaching situations\u201d?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The first circle of influence is the coaching situation faced by the coachee at work. For example, it could be that he is recently promoted and finds gaining acceptance in his team a challenge.<\/p>\n\n\n\n
The question is whether all such work situations are amenable for coaching - whether you are the manager of the coachee or an external coach. If you follow the \u201ctheory\u201d (that is Whitmore), a coaching style can become the default management style of the entire organization for all occasions.<\/p>\n\n\n\n
In other words, all manager-reportee interactions can naturally follow the coaching style \u2013 the manager following the sequence of helping his reportee to identify the goal he is seeking to achieve, assess the current state of affairs, consider the available options to achieve the goal and making the commitment-making to make it happen.<\/p>\n\n\n\n
That is all very well, but what if you are a commando fighting a guerrilla war in a jungle and see a metal tube from the foliage pointing at you. Your commander (\u201cmanager\u201d) is not going to coach you through the situation, is he?<\/p>\n\n\n\n
There are also other equivalent (but less extreme) situations at work when time is of essence and all that the coachee needs is information or simple direction (like for example, how to balance staff loading in a project schedule).<\/p>\n\n\n\n
So, my interpretation of theory is that there is better pay-off of coaching in some situations than others. However, there are many, many work situations wherein the quality of work<\/b> or results<\/b> is very important, the learning<\/b> for the coachee very important and it is not an emergency<\/b>. Coaching is very relevant in those cases.<\/p>\n\n\n\n
Circle #2: Are people always receptive to coaching?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The next circle of influence is relating to how receptive people are to coaching even if their work situation was amenable for it.<\/p>\n\n\n\n
Are they motivated enough to become more aware<\/b> and take responsibility<\/b> by themselves and not just because their employer has enrolled them in a training & coaching program?<\/p>\n\n\n\n
Maslow\u2019s theory is that motivation is linked to the stage an individual is at in a hierarchy of needs (see diagram below from Whitmore\u2019s Coaching for Performance). Note that Whitmore has split Maslow\u2019s Esteem stage into two \u2013 Esteem from others and Self-esteem.<\/p>\n\n\n\n
At the stage of Esteem from others, one is looking \u201cexternal\u201d recognition and prestige as motivators. At the stage of Self-esteem, external motivators tend to become less important. More important is the need to make a difference and being empowered to do so enhancing self-esteem. This self-esteem stage is where coaching makes the biggest impact for personal growth.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
Source: Coaching for Performance by John Whitmore<\/i><\/p>\n\n\n\n
There are a few more \u201ccircles\u201d to cover which we will in Part II of the article.<\/p>\n\n\n\n
Till then...<\/p>\n","post_title":"Journey of a coach - theory & practice (Part I)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-i","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:34","post_modified_gmt":"2024-01-29 10:55:34","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1521,"post_author":"26","post_date":"2014-10-30 10:57:02","post_date_gmt":"2014-10-30 05:27:02","post_content":"\n
$\"Network_whenhow2\"$ <\/a><\/figure>\n\n\n\n
One is never without a network and if you are reading this - it may be more to know how to grow it and\/or to overcome obstacles, often due to one's level comfort with so called \"networking\".<\/p>\n\n\n\n
If you look at how you:<\/p>\n\n\n\n
\n
got the opportunity to work in your current position<\/li>\n\n\n\n
got into your college\/school<\/li>\n\n\n\n
got your house on rent or bought your apartment<\/li>\n<\/ul>\n\n\n\n
you will see that a network - formal, informal or virtual (internet based) was at play.<\/p>\n\n\n\n
I will focus on growing your professional network and a few simple steps for it and not delve into specifics of social media, as all of you would be familiar with it.<\/p>\n\n\n\n
First, start with your existing network - which will be your current and past colleagues, your college and school alumni, friends and family. See that you stay in touch with them, by meeting them up or electronically, if you are not in touch start right away. Sending greetings for important occasions, festivals and events is a good way to start. Make it a point to call a few of them over the commute\/ weekends and work on the complete list slowly and steadily, start at top the list again once you complete it.<\/p>\n\n\n\n
What if you need to ask for a reference or a favor from a person with whom you are not in regular touch. The best way to is to be honest, there is no point in coming up with a phony reason to get in touch with them and ask for what you want. Your honesty will be appreciated, after that do thank them and make an effort to stay in touch with them. See that your nurture this set of contacts where you have already made a start.<\/p>\n\n\n\n
Once, when I was looking out for a job using my network, I made it a point to call and thank all those who forwarded my resume to their contacts and I sent a book as a gift to thank all those contacts whose help took me to the interview stage. I did it without any motive and what amazed me was the warmth from these contacts in all my future interactions.<\/p>\n\n\n\n
Second area to focus on are the professional events - there will be events where your technical or managerial domain will be the focus. You may be sponsored\/encouraged by your organizations to attend them, do not let is pass citing an excuse of being busy. Do make time to attend a few of them. If you find that you do not have this opportunity then see that you find such events and enroll yourself.<\/p>\n\n\n\n
In my experience these events certainly help you make a few contacts, you will always find a few persons whom you will find interesting and knowledgeable and connect effortlessly. The key is to nurture this - see that you follow-up with a mail and\/or a call.<\/p>\n\n\n\n
If you are the type who feels inhibited to make an opening, then do not worry. I was advised by one of my mentors to just listen and not worry about talking and enjoy being there. If you listen and observe intently you will find yourself talking soon. Your focus on the interactions and not on your perceived ability, does the trick. Try it a couple of times and see for yourself.<\/p>\n\n\n\n
Lastly, for anything to succeed one has to have the desire, then comes the effort and discipline for achieving it. A small progress or a step with positive result, is the best encouragement for you to strive towards your goals. Do ponder on your actions and results to stay focused on continuing to do this.<\/p>\n\n\n\n
One related question I hear from many of my coachees is \"visibility\" within the organization. More on that in a later post.<\/p>\n","post_title":"Networking - when and how to begin?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"networking-when-and-how-to-begin","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:58","post_modified_gmt":"2024-01-29 14:50:58","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1521","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1517,"post_author":"30","post_date":"2014-10-29 09:30:26","post_date_gmt":"2014-10-29 04:00:26","post_content":"\n
$\"sell-it\"$ <\/a><\/figure>\n\n\n\n
As a child, I used to come up with various ideas for almost anything, and ask for Rs. 1000\/- per idea. Being a child, nobody would want to pay money, that too a thousand Rupees \u2013 but, I would get something else as an appreciation for my efforts. A toffee, a cone ice cream etc.<\/p>\n\n\n\n
Further on, when I used to be active in small groups, selling was more of ideas and to get the team to converge on something, that the group can take as an action.<\/p>\n\n\n\n
As a team leader, I needed to sell the vision of the project to the team, to get everybody\u2019s buy in.<\/p>\n\n\n\n
More recently, I have been in contact with many aspiring and active entrepreneurs. Selling is something that they do with every breath.<\/p>\n\n\n\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 10 of 12 Previous 1 … 9 10 11 12 Next

\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
Circle #3 above regarding \u201cbeliefs, perceptions and personal circumstances\u201d can actually be quite a hard shell hindering coaching progress. But it is often an invisible hard shell because people will share only so much of their innermost beliefs and personal circumstances even though they are impacting their work performance. Coaches make chance discoveries of this shell in the Reality check part (that is, the current state of affairs that needs to improve to meet the Goal) of the Goal-Reality-Options-Will (GROW) model of Whitmore. Here are examples:<\/p>\n\n\n\n
\u00b7 A coachee once candidly admitted that he was himself the reason for his declining performance at work. The reason was that his family was going through his sister\u2019s painful divorce in the US and her life coming back to India. He just could not go about work as usual<\/p>\n\n\n\n
\u00b7 A second coachee had a lot of issues with his manager. He felt that the manager\u2019s lack of domain knowledge resulted in his not realizing & recognizing the value of the coachee\u2019s work. In addition, the coachee seemed to indicate that lack of recognition of his work had to do with his belonging to a minority religious community in India<\/p>\n\n\n\n
\u00b7 Yet another coachee told my colleague (also a Performance Coach) that her problems arose because her boss was an inveterate woman-hater<\/p>\n\n\n\n
These are situations of tight-rope walking for a performance coach! In situations of personal crisis, the coach may only help by sympathetic and patient listening. This may help the coachee more than one would think \u2013 just getting the problem \u201coff his chest\u201d often helps and relieves stress. Being less stressed, he may be able to come to grips with his personal predicament and deal with it better. However, coachee\u2019s entrenched beliefs on, say, religion and gender can be very challenging for the coach to deal with. Some deep-rooted beliefs may indicate pathology needing help from a trained therapist \u2013 far beyond the scope of performance coaching and the ability of the coach.<\/p>\n\n\n\n
Circle #4: Is the coachee\u2019s work environment conducive?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The last circle of influence is the coachee\u2019s work. Sometimes, people have told me that they are \u201cstuck\u201d in positions \u2013 say, \u201croutine\u201d software bug fixing and maintenance where there is really no scope for \u201clearning, enjoyment and fulfillment\u201d (you may like to read My Team is not motivated!!!<\/a> by my colleague Prasanna Moses on this). Most of us would agree that there is far less drudgery at work in today\u2019s knowledge-centric world than even just 30 years ago. We would also agree that there is no such thing as 100% \u201csexy\u201d work (unless of course, you are doing breakthrough work of your calling \u2013 say, in quantum computing). So, when coachees complain about their current work\/role and the lack of sexiness thereof, I ask them questions about what makes it boring, what they can do about it and so on \u2013 hopefully making them better aware of interesting possibilities in what they were doing. In some cases, people have hinted to me that they are considering quitting their \u201cboring\u201d job and looking for a reaction. Under such circumstances, to be fair to the coachee and to the coachee\u2019s employer (who is paying my fees!), I would say the best option is to ask the coachee questions exploring his rationale for leaving (without being judgmental on whether it is right or wrong) \u2013 like what does he think leaving the job will achieve, how will it get him closer to his goals, how is he sure that the same problems would not repeat themselves in the new organization and so on. The ultimate decision should be the coachee\u2019s based on introspection triggered by your questions. He may still choose to quit \u2013 but that is another matter! As far as you are concerned as a coach, you have played it fair & square. It is not unthinkable that you as the coach may actually agree with his rationale for seeking another job!<\/p>\n\n\n\n
A related aspect is also the organizational environment in which the coachee works \u2013 over & above his immediate work\/role discussed above. In sports coaching, the strong individual motivation is a given and the coachee has a great deal of control over what he can and cannot do to enhance his performance. The circumstances for software project managers are different. Their GROW model is in the context of an organization with its culture, policies, processes and so on. As a coach, I have encountered some real challenges here \u2013 the Project Manager may be aspiring to do something of value in his project but his line management and work environment may not be supportive. Some organizational policies can be insensitive to people and even draconian. In one software development organization, if project team members logged in less than 40 hours per week of approved work, there would be automatic cuts in their pay while the significant additional work needed at other times went scarcely noticed! How can one be expected to learn and enjoy their work in such an environment? In such cases, we do bring it up with the line management for addressing them and offer our help as well. To be honest, it worked sometimes and it did not in as many cases.<\/p>\n\n\n\n
In summary, as a practicing coach, you are bound to run into situations like the ones above which make you stop and ponder as to what extent theory can lead practice! You may need to introspect and think of newer ways of extending \u201ctheory\u201d or just use good old common sense and move on! At PM Power, we have the coaches\u2019 conclave where these situations are discussed to see how best to help the coachee considering all the circles of influence. It has significantly helped our coaches in specific situations and in honing their coaching skills in general.<\/p>\n\n\n\n
We invite you to share your coaching experiences (as a coach or a coachee) and we would be happy to share our perspectives which may be of help. You may reach us at info@pm-powerconsulting.com.<\/p>\n","post_title":"Journey of a coach - theory & practice (Part II)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-ii","to_ping":"","pinged":"","post_modified":"2024-01-29 10:54:32","post_modified_gmt":"2024-01-29 10:54:32","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1456","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1514,"post_author":"31","post_date":"2014-11-02 12:24:22","post_date_gmt":"2014-11-02 06:54:22","post_content":"\n
A speaker finishes a great speech \u2013 at least, HE thinks it is great! He then asks, \u201cAny questions?\u201d What does he expect? If I were him, I would expect the audience to demonstrate a level of understanding of what the speech was all about and ask meaningful questions - clarifying the ground covered and even extending from there.<\/p>\n\n\n\n
These are situations where one actually wants to be questioned to get a sense a satisfaction that the effort (the speech, in this case) has been worthwhile. But there are other situations where being questioned has a very negative connotation. It implies questioning the ability of the person being questioned or the work that he has done.<\/p>\n\n\n\n
The important thing is that the intent of questioning should be to seek understanding rather than putting down someone. Hence, even the tone of questioning is very important. Consider the difference between, \u201cWhy did you do THAT?\u201d and \u201cWhat are your reasons for doing THAT?\u201d<\/p>\n\n\n\n
The tone of the former question is judgmental while the same question asked differently demonstrates an openness and a neutral tone. The tone is important because it can either put people off & make them defensive or it can make them relaxed and explain their rationale for an idea or a course of action.<\/p>\n\n\n\n
From the above, it follows that there is a big difference between \u201cquestioning\u201d and \u201casking questions\u201d.<\/p>\n\n\n\n
$\"image\"$ <\/figure>\n\n\n\n
In the work context, a manager who adopts an approach of \u201casking questions\u201d enables an environment where his reportees apply their mind to the situation at hand and exercise their best judgment on the right course of action.<\/p>\n\n\n\n
The manager can use questions to expand the reportee\u2019s thinking and make him aware of aspects he may not have thought of (instead of just instructing him what to do).<\/p>\n\n\n\n
Hence asking questions contributes to the reportee\u2019s overall development and ability to deal with situations with minimal oversight. Equally important, it enables greater responsibility on the part of the reportee so that the implementation aspects of his suggestions are fully owned by him.<\/p>\n\n\n\n
Through this, the manager\u2019s time is also freed up from routine oversight functions to take up important but not urgent tasks.<\/p>\n\n\n\n
In a highly dynamic world, the approach of \u201casking questions\u201d is not just \u201ca nice to have\u201d but an imperative to empower people and ensure that the organization as a whole responds fast to changes in the environment.<\/p>\n\n\n\n
\u201cAsking questions\u201d is an essential part of the tool set of a coach who may be the line manager himself. You consciously adopt the approach for improving the \u201cawareness\u201d of the coachee and therefore, open his mind to his perceptions & other possibilities and take \u201cresponsibility\u201d for the options for actions that he chooses.<\/p>\n\n\n\n
Finally, adopting the approach of \u201casking questions\u201d needs a complementing skill which is ACTIVE listening. A coach cannot sustain a session of asking questions without actually listening well, understanding and re-phrasing of what the coachee says.<\/p>\n\n\n\n
As with most things in life, practice makes perfect \u2013 it takes time and experience to hone the approach of asking questions and the skill of active listening. But they can indeed be developed for individual and organizational benefit. The time to start is NOW!<\/p>\n","post_title":"Questioning and Asking Questions - what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"questioning-and-asking-questions-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:02","post_modified_gmt":"2024-01-29 10:55:02","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1514","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1448,"post_author":"31","post_date":"2014-11-02 06:59:09","post_date_gmt":"2014-11-02 01:29:09","post_content":"\n
This article is part of the series on \u201cJourney of a coach\u201d covering my experiences as a performance coach. You may have the read an earlier article in the series on \u201cJourney of a coach \u2013 the beginning\u201d<\/a>. The journey continues here...<\/p>\n\n\n\n
Yogi Berra, New York Yankees baseball player (arguably the best catcher of all time) said, \u201cIn theory, there is no difference between theory & practice. But in practice, there is!\u201d So, this article is about the theory & practice of coaching for performance \u2013 not baseball players but people managing software projects.<\/p>\n\n\n\n
In my context, the \u201ctheory\u201d was mostly \u201cCoaching for Performance\u201d by John Whitmore (by the way, there is another article of mine on Whitmore<\/a> if you are interested). The \u201cpractice\u201d was, of course, my actual experiences over the years.<\/p>\n\n\n\n
A caveat \u2013 I am not here to debunk theory and hail practice - as a cardiac surgeon might! I have a great deal of respect for Whitmore\u2019s book on Coaching for Performance. The book provided a solid reference and a practical guide for my work as a coach all these years.<\/p>\n\n\n\n
However, I do have my own \u201cinterpretations\u201d and \u201cextensions\u201d of the theory in actual practice which I wish to share. I will use the diagram below which shows the context for coaching.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
You can see the \u201ccircles of influence\u201d around the coachee which would have a bearing on coaching and its effectiveness. We will cover each of these circles with examples. Note that the coach\u2019s experience, beliefs and perceptions are also significant in the context in addition to his skills for coaching.<\/p>\n\n\n\n
Circle #1: Are all situations \u201ccoaching situations\u201d?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The first circle of influence is the coaching situation faced by the coachee at work. For example, it could be that he is recently promoted and finds gaining acceptance in his team a challenge.<\/p>\n\n\n\n
The question is whether all such work situations are amenable for coaching - whether you are the manager of the coachee or an external coach. If you follow the \u201ctheory\u201d (that is Whitmore), a coaching style can become the default management style of the entire organization for all occasions.<\/p>\n\n\n\n
In other words, all manager-reportee interactions can naturally follow the coaching style \u2013 the manager following the sequence of helping his reportee to identify the goal he is seeking to achieve, assess the current state of affairs, consider the available options to achieve the goal and making the commitment-making to make it happen.<\/p>\n\n\n\n
That is all very well, but what if you are a commando fighting a guerrilla war in a jungle and see a metal tube from the foliage pointing at you. Your commander (\u201cmanager\u201d) is not going to coach you through the situation, is he?<\/p>\n\n\n\n
There are also other equivalent (but less extreme) situations at work when time is of essence and all that the coachee needs is information or simple direction (like for example, how to balance staff loading in a project schedule).<\/p>\n\n\n\n
So, my interpretation of theory is that there is better pay-off of coaching in some situations than others. However, there are many, many work situations wherein the quality of work<\/b> or results<\/b> is very important, the learning<\/b> for the coachee very important and it is not an emergency<\/b>. Coaching is very relevant in those cases.<\/p>\n\n\n\n
Circle #2: Are people always receptive to coaching?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The next circle of influence is relating to how receptive people are to coaching even if their work situation was amenable for it.<\/p>\n\n\n\n
Are they motivated enough to become more aware<\/b> and take responsibility<\/b> by themselves and not just because their employer has enrolled them in a training & coaching program?<\/p>\n\n\n\n
Maslow\u2019s theory is that motivation is linked to the stage an individual is at in a hierarchy of needs (see diagram below from Whitmore\u2019s Coaching for Performance). Note that Whitmore has split Maslow\u2019s Esteem stage into two \u2013 Esteem from others and Self-esteem.<\/p>\n\n\n\n
At the stage of Esteem from others, one is looking \u201cexternal\u201d recognition and prestige as motivators. At the stage of Self-esteem, external motivators tend to become less important. More important is the need to make a difference and being empowered to do so enhancing self-esteem. This self-esteem stage is where coaching makes the biggest impact for personal growth.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
Source: Coaching for Performance by John Whitmore<\/i><\/p>\n\n\n\n
There are a few more \u201ccircles\u201d to cover which we will in Part II of the article.<\/p>\n\n\n\n
Till then...<\/p>\n","post_title":"Journey of a coach - theory & practice (Part I)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-i","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:34","post_modified_gmt":"2024-01-29 10:55:34","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1521,"post_author":"26","post_date":"2014-10-30 10:57:02","post_date_gmt":"2014-10-30 05:27:02","post_content":"\n
$\"Network_whenhow2\"$ <\/a><\/figure>\n\n\n\n
One is never without a network and if you are reading this - it may be more to know how to grow it and\/or to overcome obstacles, often due to one's level comfort with so called \"networking\".<\/p>\n\n\n\n
If you look at how you:<\/p>\n\n\n\n
\n
got the opportunity to work in your current position<\/li>\n\n\n\n
got into your college\/school<\/li>\n\n\n\n
got your house on rent or bought your apartment<\/li>\n<\/ul>\n\n\n\n
you will see that a network - formal, informal or virtual (internet based) was at play.<\/p>\n\n\n\n
I will focus on growing your professional network and a few simple steps for it and not delve into specifics of social media, as all of you would be familiar with it.<\/p>\n\n\n\n
First, start with your existing network - which will be your current and past colleagues, your college and school alumni, friends and family. See that you stay in touch with them, by meeting them up or electronically, if you are not in touch start right away. Sending greetings for important occasions, festivals and events is a good way to start. Make it a point to call a few of them over the commute\/ weekends and work on the complete list slowly and steadily, start at top the list again once you complete it.<\/p>\n\n\n\n
What if you need to ask for a reference or a favor from a person with whom you are not in regular touch. The best way to is to be honest, there is no point in coming up with a phony reason to get in touch with them and ask for what you want. Your honesty will be appreciated, after that do thank them and make an effort to stay in touch with them. See that your nurture this set of contacts where you have already made a start.<\/p>\n\n\n\n
Once, when I was looking out for a job using my network, I made it a point to call and thank all those who forwarded my resume to their contacts and I sent a book as a gift to thank all those contacts whose help took me to the interview stage. I did it without any motive and what amazed me was the warmth from these contacts in all my future interactions.<\/p>\n\n\n\n
Second area to focus on are the professional events - there will be events where your technical or managerial domain will be the focus. You may be sponsored\/encouraged by your organizations to attend them, do not let is pass citing an excuse of being busy. Do make time to attend a few of them. If you find that you do not have this opportunity then see that you find such events and enroll yourself.<\/p>\n\n\n\n
In my experience these events certainly help you make a few contacts, you will always find a few persons whom you will find interesting and knowledgeable and connect effortlessly. The key is to nurture this - see that you follow-up with a mail and\/or a call.<\/p>\n\n\n\n
If you are the type who feels inhibited to make an opening, then do not worry. I was advised by one of my mentors to just listen and not worry about talking and enjoy being there. If you listen and observe intently you will find yourself talking soon. Your focus on the interactions and not on your perceived ability, does the trick. Try it a couple of times and see for yourself.<\/p>\n\n\n\n
Lastly, for anything to succeed one has to have the desire, then comes the effort and discipline for achieving it. A small progress or a step with positive result, is the best encouragement for you to strive towards your goals. Do ponder on your actions and results to stay focused on continuing to do this.<\/p>\n\n\n\n
One related question I hear from many of my coachees is \"visibility\" within the organization. More on that in a later post.<\/p>\n","post_title":"Networking - when and how to begin?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"networking-when-and-how-to-begin","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:58","post_modified_gmt":"2024-01-29 14:50:58","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1521","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1517,"post_author":"30","post_date":"2014-10-29 09:30:26","post_date_gmt":"2014-10-29 04:00:26","post_content":"\n
$\"sell-it\"$ <\/a><\/figure>\n\n\n\n
As a child, I used to come up with various ideas for almost anything, and ask for Rs. 1000\/- per idea. Being a child, nobody would want to pay money, that too a thousand Rupees \u2013 but, I would get something else as an appreciation for my efforts. A toffee, a cone ice cream etc.<\/p>\n\n\n\n
Further on, when I used to be active in small groups, selling was more of ideas and to get the team to converge on something, that the group can take as an action.<\/p>\n\n\n\n
As a team leader, I needed to sell the vision of the project to the team, to get everybody\u2019s buy in.<\/p>\n\n\n\n
More recently, I have been in contact with many aspiring and active entrepreneurs. Selling is something that they do with every breath.<\/p>\n\n\n\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 10 of 12 Previous 1 … 9 10 11 12 Next

\n
Circle #3: Are coaches sometimes helpless?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
Circle #3 above regarding \u201cbeliefs, perceptions and personal circumstances\u201d can actually be quite a hard shell hindering coaching progress. But it is often an invisible hard shell because people will share only so much of their innermost beliefs and personal circumstances even though they are impacting their work performance. Coaches make chance discoveries of this shell in the Reality check part (that is, the current state of affairs that needs to improve to meet the Goal) of the Goal-Reality-Options-Will (GROW) model of Whitmore. Here are examples:<\/p>\n\n\n\n
\u00b7 A coachee once candidly admitted that he was himself the reason for his declining performance at work. The reason was that his family was going through his sister\u2019s painful divorce in the US and her life coming back to India. He just could not go about work as usual<\/p>\n\n\n\n
\u00b7 A second coachee had a lot of issues with his manager. He felt that the manager\u2019s lack of domain knowledge resulted in his not realizing & recognizing the value of the coachee\u2019s work. In addition, the coachee seemed to indicate that lack of recognition of his work had to do with his belonging to a minority religious community in India<\/p>\n\n\n\n
\u00b7 Yet another coachee told my colleague (also a Performance Coach) that her problems arose because her boss was an inveterate woman-hater<\/p>\n\n\n\n
These are situations of tight-rope walking for a performance coach! In situations of personal crisis, the coach may only help by sympathetic and patient listening. This may help the coachee more than one would think \u2013 just getting the problem \u201coff his chest\u201d often helps and relieves stress. Being less stressed, he may be able to come to grips with his personal predicament and deal with it better. However, coachee\u2019s entrenched beliefs on, say, religion and gender can be very challenging for the coach to deal with. Some deep-rooted beliefs may indicate pathology needing help from a trained therapist \u2013 far beyond the scope of performance coaching and the ability of the coach.<\/p>\n\n\n\n
Circle #4: Is the coachee\u2019s work environment conducive?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The last circle of influence is the coachee\u2019s work. Sometimes, people have told me that they are \u201cstuck\u201d in positions \u2013 say, \u201croutine\u201d software bug fixing and maintenance where there is really no scope for \u201clearning, enjoyment and fulfillment\u201d (you may like to read My Team is not motivated!!!<\/a> by my colleague Prasanna Moses on this). Most of us would agree that there is far less drudgery at work in today\u2019s knowledge-centric world than even just 30 years ago. We would also agree that there is no such thing as 100% \u201csexy\u201d work (unless of course, you are doing breakthrough work of your calling \u2013 say, in quantum computing). So, when coachees complain about their current work\/role and the lack of sexiness thereof, I ask them questions about what makes it boring, what they can do about it and so on \u2013 hopefully making them better aware of interesting possibilities in what they were doing. In some cases, people have hinted to me that they are considering quitting their \u201cboring\u201d job and looking for a reaction. Under such circumstances, to be fair to the coachee and to the coachee\u2019s employer (who is paying my fees!), I would say the best option is to ask the coachee questions exploring his rationale for leaving (without being judgmental on whether it is right or wrong) \u2013 like what does he think leaving the job will achieve, how will it get him closer to his goals, how is he sure that the same problems would not repeat themselves in the new organization and so on. The ultimate decision should be the coachee\u2019s based on introspection triggered by your questions. He may still choose to quit \u2013 but that is another matter! As far as you are concerned as a coach, you have played it fair & square. It is not unthinkable that you as the coach may actually agree with his rationale for seeking another job!<\/p>\n\n\n\n
A related aspect is also the organizational environment in which the coachee works \u2013 over & above his immediate work\/role discussed above. In sports coaching, the strong individual motivation is a given and the coachee has a great deal of control over what he can and cannot do to enhance his performance. The circumstances for software project managers are different. Their GROW model is in the context of an organization with its culture, policies, processes and so on. As a coach, I have encountered some real challenges here \u2013 the Project Manager may be aspiring to do something of value in his project but his line management and work environment may not be supportive. Some organizational policies can be insensitive to people and even draconian. In one software development organization, if project team members logged in less than 40 hours per week of approved work, there would be automatic cuts in their pay while the significant additional work needed at other times went scarcely noticed! How can one be expected to learn and enjoy their work in such an environment? In such cases, we do bring it up with the line management for addressing them and offer our help as well. To be honest, it worked sometimes and it did not in as many cases.<\/p>\n\n\n\n
In summary, as a practicing coach, you are bound to run into situations like the ones above which make you stop and ponder as to what extent theory can lead practice! You may need to introspect and think of newer ways of extending \u201ctheory\u201d or just use good old common sense and move on! At PM Power, we have the coaches\u2019 conclave where these situations are discussed to see how best to help the coachee considering all the circles of influence. It has significantly helped our coaches in specific situations and in honing their coaching skills in general.<\/p>\n\n\n\n
We invite you to share your coaching experiences (as a coach or a coachee) and we would be happy to share our perspectives which may be of help. You may reach us at info@pm-powerconsulting.com.<\/p>\n","post_title":"Journey of a coach - theory & practice (Part II)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-ii","to_ping":"","pinged":"","post_modified":"2024-01-29 10:54:32","post_modified_gmt":"2024-01-29 10:54:32","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1456","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1514,"post_author":"31","post_date":"2014-11-02 12:24:22","post_date_gmt":"2014-11-02 06:54:22","post_content":"\n
A speaker finishes a great speech \u2013 at least, HE thinks it is great! He then asks, \u201cAny questions?\u201d What does he expect? If I were him, I would expect the audience to demonstrate a level of understanding of what the speech was all about and ask meaningful questions - clarifying the ground covered and even extending from there.<\/p>\n\n\n\n
These are situations where one actually wants to be questioned to get a sense a satisfaction that the effort (the speech, in this case) has been worthwhile. But there are other situations where being questioned has a very negative connotation. It implies questioning the ability of the person being questioned or the work that he has done.<\/p>\n\n\n\n
The important thing is that the intent of questioning should be to seek understanding rather than putting down someone. Hence, even the tone of questioning is very important. Consider the difference between, \u201cWhy did you do THAT?\u201d and \u201cWhat are your reasons for doing THAT?\u201d<\/p>\n\n\n\n
The tone of the former question is judgmental while the same question asked differently demonstrates an openness and a neutral tone. The tone is important because it can either put people off & make them defensive or it can make them relaxed and explain their rationale for an idea or a course of action.<\/p>\n\n\n\n
From the above, it follows that there is a big difference between \u201cquestioning\u201d and \u201casking questions\u201d.<\/p>\n\n\n\n
$\"image\"$ <\/figure>\n\n\n\n
In the work context, a manager who adopts an approach of \u201casking questions\u201d enables an environment where his reportees apply their mind to the situation at hand and exercise their best judgment on the right course of action.<\/p>\n\n\n\n
The manager can use questions to expand the reportee\u2019s thinking and make him aware of aspects he may not have thought of (instead of just instructing him what to do).<\/p>\n\n\n\n
Hence asking questions contributes to the reportee\u2019s overall development and ability to deal with situations with minimal oversight. Equally important, it enables greater responsibility on the part of the reportee so that the implementation aspects of his suggestions are fully owned by him.<\/p>\n\n\n\n
Through this, the manager\u2019s time is also freed up from routine oversight functions to take up important but not urgent tasks.<\/p>\n\n\n\n
In a highly dynamic world, the approach of \u201casking questions\u201d is not just \u201ca nice to have\u201d but an imperative to empower people and ensure that the organization as a whole responds fast to changes in the environment.<\/p>\n\n\n\n
\u201cAsking questions\u201d is an essential part of the tool set of a coach who may be the line manager himself. You consciously adopt the approach for improving the \u201cawareness\u201d of the coachee and therefore, open his mind to his perceptions & other possibilities and take \u201cresponsibility\u201d for the options for actions that he chooses.<\/p>\n\n\n\n
Finally, adopting the approach of \u201casking questions\u201d needs a complementing skill which is ACTIVE listening. A coach cannot sustain a session of asking questions without actually listening well, understanding and re-phrasing of what the coachee says.<\/p>\n\n\n\n
As with most things in life, practice makes perfect \u2013 it takes time and experience to hone the approach of asking questions and the skill of active listening. But they can indeed be developed for individual and organizational benefit. The time to start is NOW!<\/p>\n","post_title":"Questioning and Asking Questions - what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"questioning-and-asking-questions-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:02","post_modified_gmt":"2024-01-29 10:55:02","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1514","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1448,"post_author":"31","post_date":"2014-11-02 06:59:09","post_date_gmt":"2014-11-02 01:29:09","post_content":"\n
This article is part of the series on \u201cJourney of a coach\u201d covering my experiences as a performance coach. You may have the read an earlier article in the series on \u201cJourney of a coach \u2013 the beginning\u201d<\/a>. The journey continues here...<\/p>\n\n\n\n
Yogi Berra, New York Yankees baseball player (arguably the best catcher of all time) said, \u201cIn theory, there is no difference between theory & practice. But in practice, there is!\u201d So, this article is about the theory & practice of coaching for performance \u2013 not baseball players but people managing software projects.<\/p>\n\n\n\n
In my context, the \u201ctheory\u201d was mostly \u201cCoaching for Performance\u201d by John Whitmore (by the way, there is another article of mine on Whitmore<\/a> if you are interested). The \u201cpractice\u201d was, of course, my actual experiences over the years.<\/p>\n\n\n\n
A caveat \u2013 I am not here to debunk theory and hail practice - as a cardiac surgeon might! I have a great deal of respect for Whitmore\u2019s book on Coaching for Performance. The book provided a solid reference and a practical guide for my work as a coach all these years.<\/p>\n\n\n\n
However, I do have my own \u201cinterpretations\u201d and \u201cextensions\u201d of the theory in actual practice which I wish to share. I will use the diagram below which shows the context for coaching.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
You can see the \u201ccircles of influence\u201d around the coachee which would have a bearing on coaching and its effectiveness. We will cover each of these circles with examples. Note that the coach\u2019s experience, beliefs and perceptions are also significant in the context in addition to his skills for coaching.<\/p>\n\n\n\n
Circle #1: Are all situations \u201ccoaching situations\u201d?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The first circle of influence is the coaching situation faced by the coachee at work. For example, it could be that he is recently promoted and finds gaining acceptance in his team a challenge.<\/p>\n\n\n\n
The question is whether all such work situations are amenable for coaching - whether you are the manager of the coachee or an external coach. If you follow the \u201ctheory\u201d (that is Whitmore), a coaching style can become the default management style of the entire organization for all occasions.<\/p>\n\n\n\n
In other words, all manager-reportee interactions can naturally follow the coaching style \u2013 the manager following the sequence of helping his reportee to identify the goal he is seeking to achieve, assess the current state of affairs, consider the available options to achieve the goal and making the commitment-making to make it happen.<\/p>\n\n\n\n
That is all very well, but what if you are a commando fighting a guerrilla war in a jungle and see a metal tube from the foliage pointing at you. Your commander (\u201cmanager\u201d) is not going to coach you through the situation, is he?<\/p>\n\n\n\n
There are also other equivalent (but less extreme) situations at work when time is of essence and all that the coachee needs is information or simple direction (like for example, how to balance staff loading in a project schedule).<\/p>\n\n\n\n
So, my interpretation of theory is that there is better pay-off of coaching in some situations than others. However, there are many, many work situations wherein the quality of work<\/b> or results<\/b> is very important, the learning<\/b> for the coachee very important and it is not an emergency<\/b>. Coaching is very relevant in those cases.<\/p>\n\n\n\n
Circle #2: Are people always receptive to coaching?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The next circle of influence is relating to how receptive people are to coaching even if their work situation was amenable for it.<\/p>\n\n\n\n
Are they motivated enough to become more aware<\/b> and take responsibility<\/b> by themselves and not just because their employer has enrolled them in a training & coaching program?<\/p>\n\n\n\n
Maslow\u2019s theory is that motivation is linked to the stage an individual is at in a hierarchy of needs (see diagram below from Whitmore\u2019s Coaching for Performance). Note that Whitmore has split Maslow\u2019s Esteem stage into two \u2013 Esteem from others and Self-esteem.<\/p>\n\n\n\n
At the stage of Esteem from others, one is looking \u201cexternal\u201d recognition and prestige as motivators. At the stage of Self-esteem, external motivators tend to become less important. More important is the need to make a difference and being empowered to do so enhancing self-esteem. This self-esteem stage is where coaching makes the biggest impact for personal growth.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
Source: Coaching for Performance by John Whitmore<\/i><\/p>\n\n\n\n
There are a few more \u201ccircles\u201d to cover which we will in Part II of the article.<\/p>\n\n\n\n
Till then...<\/p>\n","post_title":"Journey of a coach - theory & practice (Part I)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-i","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:34","post_modified_gmt":"2024-01-29 10:55:34","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1521,"post_author":"26","post_date":"2014-10-30 10:57:02","post_date_gmt":"2014-10-30 05:27:02","post_content":"\n
$\"Network_whenhow2\"$ <\/a><\/figure>\n\n\n\n
One is never without a network and if you are reading this - it may be more to know how to grow it and\/or to overcome obstacles, often due to one's level comfort with so called \"networking\".<\/p>\n\n\n\n
If you look at how you:<\/p>\n\n\n\n
\n
got the opportunity to work in your current position<\/li>\n\n\n\n
got into your college\/school<\/li>\n\n\n\n
got your house on rent or bought your apartment<\/li>\n<\/ul>\n\n\n\n
you will see that a network - formal, informal or virtual (internet based) was at play.<\/p>\n\n\n\n
I will focus on growing your professional network and a few simple steps for it and not delve into specifics of social media, as all of you would be familiar with it.<\/p>\n\n\n\n
First, start with your existing network - which will be your current and past colleagues, your college and school alumni, friends and family. See that you stay in touch with them, by meeting them up or electronically, if you are not in touch start right away. Sending greetings for important occasions, festivals and events is a good way to start. Make it a point to call a few of them over the commute\/ weekends and work on the complete list slowly and steadily, start at top the list again once you complete it.<\/p>\n\n\n\n
What if you need to ask for a reference or a favor from a person with whom you are not in regular touch. The best way to is to be honest, there is no point in coming up with a phony reason to get in touch with them and ask for what you want. Your honesty will be appreciated, after that do thank them and make an effort to stay in touch with them. See that your nurture this set of contacts where you have already made a start.<\/p>\n\n\n\n
Once, when I was looking out for a job using my network, I made it a point to call and thank all those who forwarded my resume to their contacts and I sent a book as a gift to thank all those contacts whose help took me to the interview stage. I did it without any motive and what amazed me was the warmth from these contacts in all my future interactions.<\/p>\n\n\n\n
Second area to focus on are the professional events - there will be events where your technical or managerial domain will be the focus. You may be sponsored\/encouraged by your organizations to attend them, do not let is pass citing an excuse of being busy. Do make time to attend a few of them. If you find that you do not have this opportunity then see that you find such events and enroll yourself.<\/p>\n\n\n\n
In my experience these events certainly help you make a few contacts, you will always find a few persons whom you will find interesting and knowledgeable and connect effortlessly. The key is to nurture this - see that you follow-up with a mail and\/or a call.<\/p>\n\n\n\n
If you are the type who feels inhibited to make an opening, then do not worry. I was advised by one of my mentors to just listen and not worry about talking and enjoy being there. If you listen and observe intently you will find yourself talking soon. Your focus on the interactions and not on your perceived ability, does the trick. Try it a couple of times and see for yourself.<\/p>\n\n\n\n
Lastly, for anything to succeed one has to have the desire, then comes the effort and discipline for achieving it. A small progress or a step with positive result, is the best encouragement for you to strive towards your goals. Do ponder on your actions and results to stay focused on continuing to do this.<\/p>\n\n\n\n
One related question I hear from many of my coachees is \"visibility\" within the organization. More on that in a later post.<\/p>\n","post_title":"Networking - when and how to begin?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"networking-when-and-how-to-begin","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:58","post_modified_gmt":"2024-01-29 14:50:58","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1521","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1517,"post_author":"30","post_date":"2014-10-29 09:30:26","post_date_gmt":"2014-10-29 04:00:26","post_content":"\n
$\"sell-it\"$ <\/a><\/figure>\n\n\n\n
As a child, I used to come up with various ideas for almost anything, and ask for Rs. 1000\/- per idea. Being a child, nobody would want to pay money, that too a thousand Rupees \u2013 but, I would get something else as an appreciation for my efforts. A toffee, a cone ice cream etc.<\/p>\n\n\n\n
Further on, when I used to be active in small groups, selling was more of ideas and to get the team to converge on something, that the group can take as an action.<\/p>\n\n\n\n
As a team leader, I needed to sell the vision of the project to the team, to get everybody\u2019s buy in.<\/p>\n\n\n\n
More recently, I have been in contact with many aspiring and active entrepreneurs. Selling is something that they do with every breath.<\/p>\n\n\n\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 10 of 12 Previous 1 … 9 10 11 12 Next

\n
In this Part II, we will cover the two remaining circles.<\/p>\n\n\n\n
Circle #3: Are coaches sometimes helpless?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
Circle #3 above regarding \u201cbeliefs, perceptions and personal circumstances\u201d can actually be quite a hard shell hindering coaching progress. But it is often an invisible hard shell because people will share only so much of their innermost beliefs and personal circumstances even though they are impacting their work performance. Coaches make chance discoveries of this shell in the Reality check part (that is, the current state of affairs that needs to improve to meet the Goal) of the Goal-Reality-Options-Will (GROW) model of Whitmore. Here are examples:<\/p>\n\n\n\n
\u00b7 A coachee once candidly admitted that he was himself the reason for his declining performance at work. The reason was that his family was going through his sister\u2019s painful divorce in the US and her life coming back to India. He just could not go about work as usual<\/p>\n\n\n\n
\u00b7 A second coachee had a lot of issues with his manager. He felt that the manager\u2019s lack of domain knowledge resulted in his not realizing & recognizing the value of the coachee\u2019s work. In addition, the coachee seemed to indicate that lack of recognition of his work had to do with his belonging to a minority religious community in India<\/p>\n\n\n\n
\u00b7 Yet another coachee told my colleague (also a Performance Coach) that her problems arose because her boss was an inveterate woman-hater<\/p>\n\n\n\n
These are situations of tight-rope walking for a performance coach! In situations of personal crisis, the coach may only help by sympathetic and patient listening. This may help the coachee more than one would think \u2013 just getting the problem \u201coff his chest\u201d often helps and relieves stress. Being less stressed, he may be able to come to grips with his personal predicament and deal with it better. However, coachee\u2019s entrenched beliefs on, say, religion and gender can be very challenging for the coach to deal with. Some deep-rooted beliefs may indicate pathology needing help from a trained therapist \u2013 far beyond the scope of performance coaching and the ability of the coach.<\/p>\n\n\n\n
Circle #4: Is the coachee\u2019s work environment conducive?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The last circle of influence is the coachee\u2019s work. Sometimes, people have told me that they are \u201cstuck\u201d in positions \u2013 say, \u201croutine\u201d software bug fixing and maintenance where there is really no scope for \u201clearning, enjoyment and fulfillment\u201d (you may like to read My Team is not motivated!!!<\/a> by my colleague Prasanna Moses on this). Most of us would agree that there is far less drudgery at work in today\u2019s knowledge-centric world than even just 30 years ago. We would also agree that there is no such thing as 100% \u201csexy\u201d work (unless of course, you are doing breakthrough work of your calling \u2013 say, in quantum computing). So, when coachees complain about their current work\/role and the lack of sexiness thereof, I ask them questions about what makes it boring, what they can do about it and so on \u2013 hopefully making them better aware of interesting possibilities in what they were doing. In some cases, people have hinted to me that they are considering quitting their \u201cboring\u201d job and looking for a reaction. Under such circumstances, to be fair to the coachee and to the coachee\u2019s employer (who is paying my fees!), I would say the best option is to ask the coachee questions exploring his rationale for leaving (without being judgmental on whether it is right or wrong) \u2013 like what does he think leaving the job will achieve, how will it get him closer to his goals, how is he sure that the same problems would not repeat themselves in the new organization and so on. The ultimate decision should be the coachee\u2019s based on introspection triggered by your questions. He may still choose to quit \u2013 but that is another matter! As far as you are concerned as a coach, you have played it fair & square. It is not unthinkable that you as the coach may actually agree with his rationale for seeking another job!<\/p>\n\n\n\n
A related aspect is also the organizational environment in which the coachee works \u2013 over & above his immediate work\/role discussed above. In sports coaching, the strong individual motivation is a given and the coachee has a great deal of control over what he can and cannot do to enhance his performance. The circumstances for software project managers are different. Their GROW model is in the context of an organization with its culture, policies, processes and so on. As a coach, I have encountered some real challenges here \u2013 the Project Manager may be aspiring to do something of value in his project but his line management and work environment may not be supportive. Some organizational policies can be insensitive to people and even draconian. In one software development organization, if project team members logged in less than 40 hours per week of approved work, there would be automatic cuts in their pay while the significant additional work needed at other times went scarcely noticed! How can one be expected to learn and enjoy their work in such an environment? In such cases, we do bring it up with the line management for addressing them and offer our help as well. To be honest, it worked sometimes and it did not in as many cases.<\/p>\n\n\n\n
In summary, as a practicing coach, you are bound to run into situations like the ones above which make you stop and ponder as to what extent theory can lead practice! You may need to introspect and think of newer ways of extending \u201ctheory\u201d or just use good old common sense and move on! At PM Power, we have the coaches\u2019 conclave where these situations are discussed to see how best to help the coachee considering all the circles of influence. It has significantly helped our coaches in specific situations and in honing their coaching skills in general.<\/p>\n\n\n\n
We invite you to share your coaching experiences (as a coach or a coachee) and we would be happy to share our perspectives which may be of help. You may reach us at info@pm-powerconsulting.com.<\/p>\n","post_title":"Journey of a coach - theory & practice (Part II)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-ii","to_ping":"","pinged":"","post_modified":"2024-01-29 10:54:32","post_modified_gmt":"2024-01-29 10:54:32","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1456","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1514,"post_author":"31","post_date":"2014-11-02 12:24:22","post_date_gmt":"2014-11-02 06:54:22","post_content":"\n
A speaker finishes a great speech \u2013 at least, HE thinks it is great! He then asks, \u201cAny questions?\u201d What does he expect? If I were him, I would expect the audience to demonstrate a level of understanding of what the speech was all about and ask meaningful questions - clarifying the ground covered and even extending from there.<\/p>\n\n\n\n
These are situations where one actually wants to be questioned to get a sense a satisfaction that the effort (the speech, in this case) has been worthwhile. But there are other situations where being questioned has a very negative connotation. It implies questioning the ability of the person being questioned or the work that he has done.<\/p>\n\n\n\n
The important thing is that the intent of questioning should be to seek understanding rather than putting down someone. Hence, even the tone of questioning is very important. Consider the difference between, \u201cWhy did you do THAT?\u201d and \u201cWhat are your reasons for doing THAT?\u201d<\/p>\n\n\n\n
The tone of the former question is judgmental while the same question asked differently demonstrates an openness and a neutral tone. The tone is important because it can either put people off & make them defensive or it can make them relaxed and explain their rationale for an idea or a course of action.<\/p>\n\n\n\n
From the above, it follows that there is a big difference between \u201cquestioning\u201d and \u201casking questions\u201d.<\/p>\n\n\n\n
$\"image\"$ <\/figure>\n\n\n\n
In the work context, a manager who adopts an approach of \u201casking questions\u201d enables an environment where his reportees apply their mind to the situation at hand and exercise their best judgment on the right course of action.<\/p>\n\n\n\n
The manager can use questions to expand the reportee\u2019s thinking and make him aware of aspects he may not have thought of (instead of just instructing him what to do).<\/p>\n\n\n\n
Hence asking questions contributes to the reportee\u2019s overall development and ability to deal with situations with minimal oversight. Equally important, it enables greater responsibility on the part of the reportee so that the implementation aspects of his suggestions are fully owned by him.<\/p>\n\n\n\n
Through this, the manager\u2019s time is also freed up from routine oversight functions to take up important but not urgent tasks.<\/p>\n\n\n\n
In a highly dynamic world, the approach of \u201casking questions\u201d is not just \u201ca nice to have\u201d but an imperative to empower people and ensure that the organization as a whole responds fast to changes in the environment.<\/p>\n\n\n\n
\u201cAsking questions\u201d is an essential part of the tool set of a coach who may be the line manager himself. You consciously adopt the approach for improving the \u201cawareness\u201d of the coachee and therefore, open his mind to his perceptions & other possibilities and take \u201cresponsibility\u201d for the options for actions that he chooses.<\/p>\n\n\n\n
Finally, adopting the approach of \u201casking questions\u201d needs a complementing skill which is ACTIVE listening. A coach cannot sustain a session of asking questions without actually listening well, understanding and re-phrasing of what the coachee says.<\/p>\n\n\n\n
As with most things in life, practice makes perfect \u2013 it takes time and experience to hone the approach of asking questions and the skill of active listening. But they can indeed be developed for individual and organizational benefit. The time to start is NOW!<\/p>\n","post_title":"Questioning and Asking Questions - what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"questioning-and-asking-questions-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:02","post_modified_gmt":"2024-01-29 10:55:02","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1514","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1448,"post_author":"31","post_date":"2014-11-02 06:59:09","post_date_gmt":"2014-11-02 01:29:09","post_content":"\n
This article is part of the series on \u201cJourney of a coach\u201d covering my experiences as a performance coach. You may have the read an earlier article in the series on \u201cJourney of a coach \u2013 the beginning\u201d<\/a>. The journey continues here...<\/p>\n\n\n\n
Yogi Berra, New York Yankees baseball player (arguably the best catcher of all time) said, \u201cIn theory, there is no difference between theory & practice. But in practice, there is!\u201d So, this article is about the theory & practice of coaching for performance \u2013 not baseball players but people managing software projects.<\/p>\n\n\n\n
In my context, the \u201ctheory\u201d was mostly \u201cCoaching for Performance\u201d by John Whitmore (by the way, there is another article of mine on Whitmore<\/a> if you are interested). The \u201cpractice\u201d was, of course, my actual experiences over the years.<\/p>\n\n\n\n
A caveat \u2013 I am not here to debunk theory and hail practice - as a cardiac surgeon might! I have a great deal of respect for Whitmore\u2019s book on Coaching for Performance. The book provided a solid reference and a practical guide for my work as a coach all these years.<\/p>\n\n\n\n
However, I do have my own \u201cinterpretations\u201d and \u201cextensions\u201d of the theory in actual practice which I wish to share. I will use the diagram below which shows the context for coaching.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
You can see the \u201ccircles of influence\u201d around the coachee which would have a bearing on coaching and its effectiveness. We will cover each of these circles with examples. Note that the coach\u2019s experience, beliefs and perceptions are also significant in the context in addition to his skills for coaching.<\/p>\n\n\n\n
Circle #1: Are all situations \u201ccoaching situations\u201d?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The first circle of influence is the coaching situation faced by the coachee at work. For example, it could be that he is recently promoted and finds gaining acceptance in his team a challenge.<\/p>\n\n\n\n
The question is whether all such work situations are amenable for coaching - whether you are the manager of the coachee or an external coach. If you follow the \u201ctheory\u201d (that is Whitmore), a coaching style can become the default management style of the entire organization for all occasions.<\/p>\n\n\n\n
In other words, all manager-reportee interactions can naturally follow the coaching style \u2013 the manager following the sequence of helping his reportee to identify the goal he is seeking to achieve, assess the current state of affairs, consider the available options to achieve the goal and making the commitment-making to make it happen.<\/p>\n\n\n\n
That is all very well, but what if you are a commando fighting a guerrilla war in a jungle and see a metal tube from the foliage pointing at you. Your commander (\u201cmanager\u201d) is not going to coach you through the situation, is he?<\/p>\n\n\n\n
There are also other equivalent (but less extreme) situations at work when time is of essence and all that the coachee needs is information or simple direction (like for example, how to balance staff loading in a project schedule).<\/p>\n\n\n\n
So, my interpretation of theory is that there is better pay-off of coaching in some situations than others. However, there are many, many work situations wherein the quality of work<\/b> or results<\/b> is very important, the learning<\/b> for the coachee very important and it is not an emergency<\/b>. Coaching is very relevant in those cases.<\/p>\n\n\n\n
Circle #2: Are people always receptive to coaching?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The next circle of influence is relating to how receptive people are to coaching even if their work situation was amenable for it.<\/p>\n\n\n\n
Are they motivated enough to become more aware<\/b> and take responsibility<\/b> by themselves and not just because their employer has enrolled them in a training & coaching program?<\/p>\n\n\n\n
Maslow\u2019s theory is that motivation is linked to the stage an individual is at in a hierarchy of needs (see diagram below from Whitmore\u2019s Coaching for Performance). Note that Whitmore has split Maslow\u2019s Esteem stage into two \u2013 Esteem from others and Self-esteem.<\/p>\n\n\n\n
At the stage of Esteem from others, one is looking \u201cexternal\u201d recognition and prestige as motivators. At the stage of Self-esteem, external motivators tend to become less important. More important is the need to make a difference and being empowered to do so enhancing self-esteem. This self-esteem stage is where coaching makes the biggest impact for personal growth.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
Source: Coaching for Performance by John Whitmore<\/i><\/p>\n\n\n\n
There are a few more \u201ccircles\u201d to cover which we will in Part II of the article.<\/p>\n\n\n\n
Till then...<\/p>\n","post_title":"Journey of a coach - theory & practice (Part I)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-i","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:34","post_modified_gmt":"2024-01-29 10:55:34","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1521,"post_author":"26","post_date":"2014-10-30 10:57:02","post_date_gmt":"2014-10-30 05:27:02","post_content":"\n
$\"Network_whenhow2\"$ <\/a><\/figure>\n\n\n\n
One is never without a network and if you are reading this - it may be more to know how to grow it and\/or to overcome obstacles, often due to one's level comfort with so called \"networking\".<\/p>\n\n\n\n
If you look at how you:<\/p>\n\n\n\n
\n
got the opportunity to work in your current position<\/li>\n\n\n\n
got into your college\/school<\/li>\n\n\n\n
got your house on rent or bought your apartment<\/li>\n<\/ul>\n\n\n\n
you will see that a network - formal, informal or virtual (internet based) was at play.<\/p>\n\n\n\n
I will focus on growing your professional network and a few simple steps for it and not delve into specifics of social media, as all of you would be familiar with it.<\/p>\n\n\n\n
First, start with your existing network - which will be your current and past colleagues, your college and school alumni, friends and family. See that you stay in touch with them, by meeting them up or electronically, if you are not in touch start right away. Sending greetings for important occasions, festivals and events is a good way to start. Make it a point to call a few of them over the commute\/ weekends and work on the complete list slowly and steadily, start at top the list again once you complete it.<\/p>\n\n\n\n
What if you need to ask for a reference or a favor from a person with whom you are not in regular touch. The best way to is to be honest, there is no point in coming up with a phony reason to get in touch with them and ask for what you want. Your honesty will be appreciated, after that do thank them and make an effort to stay in touch with them. See that your nurture this set of contacts where you have already made a start.<\/p>\n\n\n\n
Once, when I was looking out for a job using my network, I made it a point to call and thank all those who forwarded my resume to their contacts and I sent a book as a gift to thank all those contacts whose help took me to the interview stage. I did it without any motive and what amazed me was the warmth from these contacts in all my future interactions.<\/p>\n\n\n\n
Second area to focus on are the professional events - there will be events where your technical or managerial domain will be the focus. You may be sponsored\/encouraged by your organizations to attend them, do not let is pass citing an excuse of being busy. Do make time to attend a few of them. If you find that you do not have this opportunity then see that you find such events and enroll yourself.<\/p>\n\n\n\n
In my experience these events certainly help you make a few contacts, you will always find a few persons whom you will find interesting and knowledgeable and connect effortlessly. The key is to nurture this - see that you follow-up with a mail and\/or a call.<\/p>\n\n\n\n
If you are the type who feels inhibited to make an opening, then do not worry. I was advised by one of my mentors to just listen and not worry about talking and enjoy being there. If you listen and observe intently you will find yourself talking soon. Your focus on the interactions and not on your perceived ability, does the trick. Try it a couple of times and see for yourself.<\/p>\n\n\n\n
Lastly, for anything to succeed one has to have the desire, then comes the effort and discipline for achieving it. A small progress or a step with positive result, is the best encouragement for you to strive towards your goals. Do ponder on your actions and results to stay focused on continuing to do this.<\/p>\n\n\n\n
One related question I hear from many of my coachees is \"visibility\" within the organization. More on that in a later post.<\/p>\n","post_title":"Networking - when and how to begin?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"networking-when-and-how-to-begin","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:58","post_modified_gmt":"2024-01-29 14:50:58","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1521","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1517,"post_author":"30","post_date":"2014-10-29 09:30:26","post_date_gmt":"2014-10-29 04:00:26","post_content":"\n
$\"sell-it\"$ <\/a><\/figure>\n\n\n\n
As a child, I used to come up with various ideas for almost anything, and ask for Rs. 1000\/- per idea. Being a child, nobody would want to pay money, that too a thousand Rupees \u2013 but, I would get something else as an appreciation for my efforts. A toffee, a cone ice cream etc.<\/p>\n\n\n\n
Further on, when I used to be active in small groups, selling was more of ideas and to get the team to converge on something, that the group can take as an action.<\/p>\n\n\n\n
As a team leader, I needed to sell the vision of the project to the team, to get everybody\u2019s buy in.<\/p>\n\n\n\n
More recently, I have been in contact with many aspiring and active entrepreneurs. Selling is something that they do with every breath.<\/p>\n\n\n\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 10 of 12 Previous 1 … 9 10 11 12 Next

\n
\u00b7 Circle #2: Are people always receptive to coaching?<\/p>\n\n\n\n
In this Part II, we will cover the two remaining circles.<\/p>\n\n\n\n
Circle #3: Are coaches sometimes helpless?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
Circle #3 above regarding \u201cbeliefs, perceptions and personal circumstances\u201d can actually be quite a hard shell hindering coaching progress. But it is often an invisible hard shell because people will share only so much of their innermost beliefs and personal circumstances even though they are impacting their work performance. Coaches make chance discoveries of this shell in the Reality check part (that is, the current state of affairs that needs to improve to meet the Goal) of the Goal-Reality-Options-Will (GROW) model of Whitmore. Here are examples:<\/p>\n\n\n\n
\u00b7 A coachee once candidly admitted that he was himself the reason for his declining performance at work. The reason was that his family was going through his sister\u2019s painful divorce in the US and her life coming back to India. He just could not go about work as usual<\/p>\n\n\n\n
\u00b7 A second coachee had a lot of issues with his manager. He felt that the manager\u2019s lack of domain knowledge resulted in his not realizing & recognizing the value of the coachee\u2019s work. In addition, the coachee seemed to indicate that lack of recognition of his work had to do with his belonging to a minority religious community in India<\/p>\n\n\n\n
\u00b7 Yet another coachee told my colleague (also a Performance Coach) that her problems arose because her boss was an inveterate woman-hater<\/p>\n\n\n\n
These are situations of tight-rope walking for a performance coach! In situations of personal crisis, the coach may only help by sympathetic and patient listening. This may help the coachee more than one would think \u2013 just getting the problem \u201coff his chest\u201d often helps and relieves stress. Being less stressed, he may be able to come to grips with his personal predicament and deal with it better. However, coachee\u2019s entrenched beliefs on, say, religion and gender can be very challenging for the coach to deal with. Some deep-rooted beliefs may indicate pathology needing help from a trained therapist \u2013 far beyond the scope of performance coaching and the ability of the coach.<\/p>\n\n\n\n
Circle #4: Is the coachee\u2019s work environment conducive?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The last circle of influence is the coachee\u2019s work. Sometimes, people have told me that they are \u201cstuck\u201d in positions \u2013 say, \u201croutine\u201d software bug fixing and maintenance where there is really no scope for \u201clearning, enjoyment and fulfillment\u201d (you may like to read My Team is not motivated!!!<\/a> by my colleague Prasanna Moses on this). Most of us would agree that there is far less drudgery at work in today\u2019s knowledge-centric world than even just 30 years ago. We would also agree that there is no such thing as 100% \u201csexy\u201d work (unless of course, you are doing breakthrough work of your calling \u2013 say, in quantum computing). So, when coachees complain about their current work\/role and the lack of sexiness thereof, I ask them questions about what makes it boring, what they can do about it and so on \u2013 hopefully making them better aware of interesting possibilities in what they were doing. In some cases, people have hinted to me that they are considering quitting their \u201cboring\u201d job and looking for a reaction. Under such circumstances, to be fair to the coachee and to the coachee\u2019s employer (who is paying my fees!), I would say the best option is to ask the coachee questions exploring his rationale for leaving (without being judgmental on whether it is right or wrong) \u2013 like what does he think leaving the job will achieve, how will it get him closer to his goals, how is he sure that the same problems would not repeat themselves in the new organization and so on. The ultimate decision should be the coachee\u2019s based on introspection triggered by your questions. He may still choose to quit \u2013 but that is another matter! As far as you are concerned as a coach, you have played it fair & square. It is not unthinkable that you as the coach may actually agree with his rationale for seeking another job!<\/p>\n\n\n\n
A related aspect is also the organizational environment in which the coachee works \u2013 over & above his immediate work\/role discussed above. In sports coaching, the strong individual motivation is a given and the coachee has a great deal of control over what he can and cannot do to enhance his performance. The circumstances for software project managers are different. Their GROW model is in the context of an organization with its culture, policies, processes and so on. As a coach, I have encountered some real challenges here \u2013 the Project Manager may be aspiring to do something of value in his project but his line management and work environment may not be supportive. Some organizational policies can be insensitive to people and even draconian. In one software development organization, if project team members logged in less than 40 hours per week of approved work, there would be automatic cuts in their pay while the significant additional work needed at other times went scarcely noticed! How can one be expected to learn and enjoy their work in such an environment? In such cases, we do bring it up with the line management for addressing them and offer our help as well. To be honest, it worked sometimes and it did not in as many cases.<\/p>\n\n\n\n
In summary, as a practicing coach, you are bound to run into situations like the ones above which make you stop and ponder as to what extent theory can lead practice! You may need to introspect and think of newer ways of extending \u201ctheory\u201d or just use good old common sense and move on! At PM Power, we have the coaches\u2019 conclave where these situations are discussed to see how best to help the coachee considering all the circles of influence. It has significantly helped our coaches in specific situations and in honing their coaching skills in general.<\/p>\n\n\n\n
We invite you to share your coaching experiences (as a coach or a coachee) and we would be happy to share our perspectives which may be of help. You may reach us at info@pm-powerconsulting.com.<\/p>\n","post_title":"Journey of a coach - theory & practice (Part II)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-ii","to_ping":"","pinged":"","post_modified":"2024-01-29 10:54:32","post_modified_gmt":"2024-01-29 10:54:32","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1456","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1514,"post_author":"31","post_date":"2014-11-02 12:24:22","post_date_gmt":"2014-11-02 06:54:22","post_content":"\n
A speaker finishes a great speech \u2013 at least, HE thinks it is great! He then asks, \u201cAny questions?\u201d What does he expect? If I were him, I would expect the audience to demonstrate a level of understanding of what the speech was all about and ask meaningful questions - clarifying the ground covered and even extending from there.<\/p>\n\n\n\n
These are situations where one actually wants to be questioned to get a sense a satisfaction that the effort (the speech, in this case) has been worthwhile. But there are other situations where being questioned has a very negative connotation. It implies questioning the ability of the person being questioned or the work that he has done.<\/p>\n\n\n\n
The important thing is that the intent of questioning should be to seek understanding rather than putting down someone. Hence, even the tone of questioning is very important. Consider the difference between, \u201cWhy did you do THAT?\u201d and \u201cWhat are your reasons for doing THAT?\u201d<\/p>\n\n\n\n
The tone of the former question is judgmental while the same question asked differently demonstrates an openness and a neutral tone. The tone is important because it can either put people off & make them defensive or it can make them relaxed and explain their rationale for an idea or a course of action.<\/p>\n\n\n\n
From the above, it follows that there is a big difference between \u201cquestioning\u201d and \u201casking questions\u201d.<\/p>\n\n\n\n
$\"image\"$ <\/figure>\n\n\n\n
In the work context, a manager who adopts an approach of \u201casking questions\u201d enables an environment where his reportees apply their mind to the situation at hand and exercise their best judgment on the right course of action.<\/p>\n\n\n\n
The manager can use questions to expand the reportee\u2019s thinking and make him aware of aspects he may not have thought of (instead of just instructing him what to do).<\/p>\n\n\n\n
Hence asking questions contributes to the reportee\u2019s overall development and ability to deal with situations with minimal oversight. Equally important, it enables greater responsibility on the part of the reportee so that the implementation aspects of his suggestions are fully owned by him.<\/p>\n\n\n\n
Through this, the manager\u2019s time is also freed up from routine oversight functions to take up important but not urgent tasks.<\/p>\n\n\n\n
In a highly dynamic world, the approach of \u201casking questions\u201d is not just \u201ca nice to have\u201d but an imperative to empower people and ensure that the organization as a whole responds fast to changes in the environment.<\/p>\n\n\n\n
\u201cAsking questions\u201d is an essential part of the tool set of a coach who may be the line manager himself. You consciously adopt the approach for improving the \u201cawareness\u201d of the coachee and therefore, open his mind to his perceptions & other possibilities and take \u201cresponsibility\u201d for the options for actions that he chooses.<\/p>\n\n\n\n
Finally, adopting the approach of \u201casking questions\u201d needs a complementing skill which is ACTIVE listening. A coach cannot sustain a session of asking questions without actually listening well, understanding and re-phrasing of what the coachee says.<\/p>\n\n\n\n
As with most things in life, practice makes perfect \u2013 it takes time and experience to hone the approach of asking questions and the skill of active listening. But they can indeed be developed for individual and organizational benefit. The time to start is NOW!<\/p>\n","post_title":"Questioning and Asking Questions - what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"questioning-and-asking-questions-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:02","post_modified_gmt":"2024-01-29 10:55:02","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1514","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1448,"post_author":"31","post_date":"2014-11-02 06:59:09","post_date_gmt":"2014-11-02 01:29:09","post_content":"\n
This article is part of the series on \u201cJourney of a coach\u201d covering my experiences as a performance coach. You may have the read an earlier article in the series on \u201cJourney of a coach \u2013 the beginning\u201d<\/a>. The journey continues here...<\/p>\n\n\n\n
Yogi Berra, New York Yankees baseball player (arguably the best catcher of all time) said, \u201cIn theory, there is no difference between theory & practice. But in practice, there is!\u201d So, this article is about the theory & practice of coaching for performance \u2013 not baseball players but people managing software projects.<\/p>\n\n\n\n
In my context, the \u201ctheory\u201d was mostly \u201cCoaching for Performance\u201d by John Whitmore (by the way, there is another article of mine on Whitmore<\/a> if you are interested). The \u201cpractice\u201d was, of course, my actual experiences over the years.<\/p>\n\n\n\n
A caveat \u2013 I am not here to debunk theory and hail practice - as a cardiac surgeon might! I have a great deal of respect for Whitmore\u2019s book on Coaching for Performance. The book provided a solid reference and a practical guide for my work as a coach all these years.<\/p>\n\n\n\n
However, I do have my own \u201cinterpretations\u201d and \u201cextensions\u201d of the theory in actual practice which I wish to share. I will use the diagram below which shows the context for coaching.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
You can see the \u201ccircles of influence\u201d around the coachee which would have a bearing on coaching and its effectiveness. We will cover each of these circles with examples. Note that the coach\u2019s experience, beliefs and perceptions are also significant in the context in addition to his skills for coaching.<\/p>\n\n\n\n
Circle #1: Are all situations \u201ccoaching situations\u201d?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The first circle of influence is the coaching situation faced by the coachee at work. For example, it could be that he is recently promoted and finds gaining acceptance in his team a challenge.<\/p>\n\n\n\n
The question is whether all such work situations are amenable for coaching - whether you are the manager of the coachee or an external coach. If you follow the \u201ctheory\u201d (that is Whitmore), a coaching style can become the default management style of the entire organization for all occasions.<\/p>\n\n\n\n
In other words, all manager-reportee interactions can naturally follow the coaching style \u2013 the manager following the sequence of helping his reportee to identify the goal he is seeking to achieve, assess the current state of affairs, consider the available options to achieve the goal and making the commitment-making to make it happen.<\/p>\n\n\n\n
That is all very well, but what if you are a commando fighting a guerrilla war in a jungle and see a metal tube from the foliage pointing at you. Your commander (\u201cmanager\u201d) is not going to coach you through the situation, is he?<\/p>\n\n\n\n
There are also other equivalent (but less extreme) situations at work when time is of essence and all that the coachee needs is information or simple direction (like for example, how to balance staff loading in a project schedule).<\/p>\n\n\n\n
So, my interpretation of theory is that there is better pay-off of coaching in some situations than others. However, there are many, many work situations wherein the quality of work<\/b> or results<\/b> is very important, the learning<\/b> for the coachee very important and it is not an emergency<\/b>. Coaching is very relevant in those cases.<\/p>\n\n\n\n
Circle #2: Are people always receptive to coaching?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The next circle of influence is relating to how receptive people are to coaching even if their work situation was amenable for it.<\/p>\n\n\n\n
Are they motivated enough to become more aware<\/b> and take responsibility<\/b> by themselves and not just because their employer has enrolled them in a training & coaching program?<\/p>\n\n\n\n
Maslow\u2019s theory is that motivation is linked to the stage an individual is at in a hierarchy of needs (see diagram below from Whitmore\u2019s Coaching for Performance). Note that Whitmore has split Maslow\u2019s Esteem stage into two \u2013 Esteem from others and Self-esteem.<\/p>\n\n\n\n
At the stage of Esteem from others, one is looking \u201cexternal\u201d recognition and prestige as motivators. At the stage of Self-esteem, external motivators tend to become less important. More important is the need to make a difference and being empowered to do so enhancing self-esteem. This self-esteem stage is where coaching makes the biggest impact for personal growth.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
Source: Coaching for Performance by John Whitmore<\/i><\/p>\n\n\n\n
There are a few more \u201ccircles\u201d to cover which we will in Part II of the article.<\/p>\n\n\n\n
Till then...<\/p>\n","post_title":"Journey of a coach - theory & practice (Part I)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-i","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:34","post_modified_gmt":"2024-01-29 10:55:34","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1521,"post_author":"26","post_date":"2014-10-30 10:57:02","post_date_gmt":"2014-10-30 05:27:02","post_content":"\n
$\"Network_whenhow2\"$ <\/a><\/figure>\n\n\n\n
One is never without a network and if you are reading this - it may be more to know how to grow it and\/or to overcome obstacles, often due to one's level comfort with so called \"networking\".<\/p>\n\n\n\n
If you look at how you:<\/p>\n\n\n\n
\n
got the opportunity to work in your current position<\/li>\n\n\n\n
got into your college\/school<\/li>\n\n\n\n
got your house on rent or bought your apartment<\/li>\n<\/ul>\n\n\n\n
you will see that a network - formal, informal or virtual (internet based) was at play.<\/p>\n\n\n\n
I will focus on growing your professional network and a few simple steps for it and not delve into specifics of social media, as all of you would be familiar with it.<\/p>\n\n\n\n
First, start with your existing network - which will be your current and past colleagues, your college and school alumni, friends and family. See that you stay in touch with them, by meeting them up or electronically, if you are not in touch start right away. Sending greetings for important occasions, festivals and events is a good way to start. Make it a point to call a few of them over the commute\/ weekends and work on the complete list slowly and steadily, start at top the list again once you complete it.<\/p>\n\n\n\n
What if you need to ask for a reference or a favor from a person with whom you are not in regular touch. The best way to is to be honest, there is no point in coming up with a phony reason to get in touch with them and ask for what you want. Your honesty will be appreciated, after that do thank them and make an effort to stay in touch with them. See that your nurture this set of contacts where you have already made a start.<\/p>\n\n\n\n
Once, when I was looking out for a job using my network, I made it a point to call and thank all those who forwarded my resume to their contacts and I sent a book as a gift to thank all those contacts whose help took me to the interview stage. I did it without any motive and what amazed me was the warmth from these contacts in all my future interactions.<\/p>\n\n\n\n
Second area to focus on are the professional events - there will be events where your technical or managerial domain will be the focus. You may be sponsored\/encouraged by your organizations to attend them, do not let is pass citing an excuse of being busy. Do make time to attend a few of them. If you find that you do not have this opportunity then see that you find such events and enroll yourself.<\/p>\n\n\n\n
In my experience these events certainly help you make a few contacts, you will always find a few persons whom you will find interesting and knowledgeable and connect effortlessly. The key is to nurture this - see that you follow-up with a mail and\/or a call.<\/p>\n\n\n\n
If you are the type who feels inhibited to make an opening, then do not worry. I was advised by one of my mentors to just listen and not worry about talking and enjoy being there. If you listen and observe intently you will find yourself talking soon. Your focus on the interactions and not on your perceived ability, does the trick. Try it a couple of times and see for yourself.<\/p>\n\n\n\n
Lastly, for anything to succeed one has to have the desire, then comes the effort and discipline for achieving it. A small progress or a step with positive result, is the best encouragement for you to strive towards your goals. Do ponder on your actions and results to stay focused on continuing to do this.<\/p>\n\n\n\n
One related question I hear from many of my coachees is \"visibility\" within the organization. More on that in a later post.<\/p>\n","post_title":"Networking - when and how to begin?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"networking-when-and-how-to-begin","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:58","post_modified_gmt":"2024-01-29 14:50:58","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1521","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1517,"post_author":"30","post_date":"2014-10-29 09:30:26","post_date_gmt":"2014-10-29 04:00:26","post_content":"\n
$\"sell-it\"$ <\/a><\/figure>\n\n\n\n
As a child, I used to come up with various ideas for almost anything, and ask for Rs. 1000\/- per idea. Being a child, nobody would want to pay money, that too a thousand Rupees \u2013 but, I would get something else as an appreciation for my efforts. A toffee, a cone ice cream etc.<\/p>\n\n\n\n
Further on, when I used to be active in small groups, selling was more of ideas and to get the team to converge on something, that the group can take as an action.<\/p>\n\n\n\n
As a team leader, I needed to sell the vision of the project to the team, to get everybody\u2019s buy in.<\/p>\n\n\n\n
More recently, I have been in contact with many aspiring and active entrepreneurs. Selling is something that they do with every breath.<\/p>\n\n\n\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 10 of 12 Previous 1 … 9 10 11 12 Next

\n
\u00b7 Circle #1: Are all situations \u201ccoaching situations\u201d?<\/p>\n\n\n\n
\u00b7 Circle #2: Are people always receptive to coaching?<\/p>\n\n\n\n
In this Part II, we will cover the two remaining circles.<\/p>\n\n\n\n
Circle #3: Are coaches sometimes helpless?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
Circle #3 above regarding \u201cbeliefs, perceptions and personal circumstances\u201d can actually be quite a hard shell hindering coaching progress. But it is often an invisible hard shell because people will share only so much of their innermost beliefs and personal circumstances even though they are impacting their work performance. Coaches make chance discoveries of this shell in the Reality check part (that is, the current state of affairs that needs to improve to meet the Goal) of the Goal-Reality-Options-Will (GROW) model of Whitmore. Here are examples:<\/p>\n\n\n\n
\u00b7 A coachee once candidly admitted that he was himself the reason for his declining performance at work. The reason was that his family was going through his sister\u2019s painful divorce in the US and her life coming back to India. He just could not go about work as usual<\/p>\n\n\n\n
\u00b7 A second coachee had a lot of issues with his manager. He felt that the manager\u2019s lack of domain knowledge resulted in his not realizing & recognizing the value of the coachee\u2019s work. In addition, the coachee seemed to indicate that lack of recognition of his work had to do with his belonging to a minority religious community in India<\/p>\n\n\n\n
\u00b7 Yet another coachee told my colleague (also a Performance Coach) that her problems arose because her boss was an inveterate woman-hater<\/p>\n\n\n\n
These are situations of tight-rope walking for a performance coach! In situations of personal crisis, the coach may only help by sympathetic and patient listening. This may help the coachee more than one would think \u2013 just getting the problem \u201coff his chest\u201d often helps and relieves stress. Being less stressed, he may be able to come to grips with his personal predicament and deal with it better. However, coachee\u2019s entrenched beliefs on, say, religion and gender can be very challenging for the coach to deal with. Some deep-rooted beliefs may indicate pathology needing help from a trained therapist \u2013 far beyond the scope of performance coaching and the ability of the coach.<\/p>\n\n\n\n
Circle #4: Is the coachee\u2019s work environment conducive?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The last circle of influence is the coachee\u2019s work. Sometimes, people have told me that they are \u201cstuck\u201d in positions \u2013 say, \u201croutine\u201d software bug fixing and maintenance where there is really no scope for \u201clearning, enjoyment and fulfillment\u201d (you may like to read My Team is not motivated!!!<\/a> by my colleague Prasanna Moses on this). Most of us would agree that there is far less drudgery at work in today\u2019s knowledge-centric world than even just 30 years ago. We would also agree that there is no such thing as 100% \u201csexy\u201d work (unless of course, you are doing breakthrough work of your calling \u2013 say, in quantum computing). So, when coachees complain about their current work\/role and the lack of sexiness thereof, I ask them questions about what makes it boring, what they can do about it and so on \u2013 hopefully making them better aware of interesting possibilities in what they were doing. In some cases, people have hinted to me that they are considering quitting their \u201cboring\u201d job and looking for a reaction. Under such circumstances, to be fair to the coachee and to the coachee\u2019s employer (who is paying my fees!), I would say the best option is to ask the coachee questions exploring his rationale for leaving (without being judgmental on whether it is right or wrong) \u2013 like what does he think leaving the job will achieve, how will it get him closer to his goals, how is he sure that the same problems would not repeat themselves in the new organization and so on. The ultimate decision should be the coachee\u2019s based on introspection triggered by your questions. He may still choose to quit \u2013 but that is another matter! As far as you are concerned as a coach, you have played it fair & square. It is not unthinkable that you as the coach may actually agree with his rationale for seeking another job!<\/p>\n\n\n\n
A related aspect is also the organizational environment in which the coachee works \u2013 over & above his immediate work\/role discussed above. In sports coaching, the strong individual motivation is a given and the coachee has a great deal of control over what he can and cannot do to enhance his performance. The circumstances for software project managers are different. Their GROW model is in the context of an organization with its culture, policies, processes and so on. As a coach, I have encountered some real challenges here \u2013 the Project Manager may be aspiring to do something of value in his project but his line management and work environment may not be supportive. Some organizational policies can be insensitive to people and even draconian. In one software development organization, if project team members logged in less than 40 hours per week of approved work, there would be automatic cuts in their pay while the significant additional work needed at other times went scarcely noticed! How can one be expected to learn and enjoy their work in such an environment? In such cases, we do bring it up with the line management for addressing them and offer our help as well. To be honest, it worked sometimes and it did not in as many cases.<\/p>\n\n\n\n
In summary, as a practicing coach, you are bound to run into situations like the ones above which make you stop and ponder as to what extent theory can lead practice! You may need to introspect and think of newer ways of extending \u201ctheory\u201d or just use good old common sense and move on! At PM Power, we have the coaches\u2019 conclave where these situations are discussed to see how best to help the coachee considering all the circles of influence. It has significantly helped our coaches in specific situations and in honing their coaching skills in general.<\/p>\n\n\n\n
We invite you to share your coaching experiences (as a coach or a coachee) and we would be happy to share our perspectives which may be of help. You may reach us at info@pm-powerconsulting.com.<\/p>\n","post_title":"Journey of a coach - theory & practice (Part II)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-ii","to_ping":"","pinged":"","post_modified":"2024-01-29 10:54:32","post_modified_gmt":"2024-01-29 10:54:32","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1456","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1514,"post_author":"31","post_date":"2014-11-02 12:24:22","post_date_gmt":"2014-11-02 06:54:22","post_content":"\n
A speaker finishes a great speech \u2013 at least, HE thinks it is great! He then asks, \u201cAny questions?\u201d What does he expect? If I were him, I would expect the audience to demonstrate a level of understanding of what the speech was all about and ask meaningful questions - clarifying the ground covered and even extending from there.<\/p>\n\n\n\n
These are situations where one actually wants to be questioned to get a sense a satisfaction that the effort (the speech, in this case) has been worthwhile. But there are other situations where being questioned has a very negative connotation. It implies questioning the ability of the person being questioned or the work that he has done.<\/p>\n\n\n\n
The important thing is that the intent of questioning should be to seek understanding rather than putting down someone. Hence, even the tone of questioning is very important. Consider the difference between, \u201cWhy did you do THAT?\u201d and \u201cWhat are your reasons for doing THAT?\u201d<\/p>\n\n\n\n
The tone of the former question is judgmental while the same question asked differently demonstrates an openness and a neutral tone. The tone is important because it can either put people off & make them defensive or it can make them relaxed and explain their rationale for an idea or a course of action.<\/p>\n\n\n\n
From the above, it follows that there is a big difference between \u201cquestioning\u201d and \u201casking questions\u201d.<\/p>\n\n\n\n
$\"image\"$ <\/figure>\n\n\n\n
In the work context, a manager who adopts an approach of \u201casking questions\u201d enables an environment where his reportees apply their mind to the situation at hand and exercise their best judgment on the right course of action.<\/p>\n\n\n\n
The manager can use questions to expand the reportee\u2019s thinking and make him aware of aspects he may not have thought of (instead of just instructing him what to do).<\/p>\n\n\n\n
Hence asking questions contributes to the reportee\u2019s overall development and ability to deal with situations with minimal oversight. Equally important, it enables greater responsibility on the part of the reportee so that the implementation aspects of his suggestions are fully owned by him.<\/p>\n\n\n\n
Through this, the manager\u2019s time is also freed up from routine oversight functions to take up important but not urgent tasks.<\/p>\n\n\n\n
In a highly dynamic world, the approach of \u201casking questions\u201d is not just \u201ca nice to have\u201d but an imperative to empower people and ensure that the organization as a whole responds fast to changes in the environment.<\/p>\n\n\n\n
\u201cAsking questions\u201d is an essential part of the tool set of a coach who may be the line manager himself. You consciously adopt the approach for improving the \u201cawareness\u201d of the coachee and therefore, open his mind to his perceptions & other possibilities and take \u201cresponsibility\u201d for the options for actions that he chooses.<\/p>\n\n\n\n
Finally, adopting the approach of \u201casking questions\u201d needs a complementing skill which is ACTIVE listening. A coach cannot sustain a session of asking questions without actually listening well, understanding and re-phrasing of what the coachee says.<\/p>\n\n\n\n
As with most things in life, practice makes perfect \u2013 it takes time and experience to hone the approach of asking questions and the skill of active listening. But they can indeed be developed for individual and organizational benefit. The time to start is NOW!<\/p>\n","post_title":"Questioning and Asking Questions - what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"questioning-and-asking-questions-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:02","post_modified_gmt":"2024-01-29 10:55:02","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1514","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1448,"post_author":"31","post_date":"2014-11-02 06:59:09","post_date_gmt":"2014-11-02 01:29:09","post_content":"\n
This article is part of the series on \u201cJourney of a coach\u201d covering my experiences as a performance coach. You may have the read an earlier article in the series on \u201cJourney of a coach \u2013 the beginning\u201d<\/a>. The journey continues here...<\/p>\n\n\n\n
Yogi Berra, New York Yankees baseball player (arguably the best catcher of all time) said, \u201cIn theory, there is no difference between theory & practice. But in practice, there is!\u201d So, this article is about the theory & practice of coaching for performance \u2013 not baseball players but people managing software projects.<\/p>\n\n\n\n
In my context, the \u201ctheory\u201d was mostly \u201cCoaching for Performance\u201d by John Whitmore (by the way, there is another article of mine on Whitmore<\/a> if you are interested). The \u201cpractice\u201d was, of course, my actual experiences over the years.<\/p>\n\n\n\n
A caveat \u2013 I am not here to debunk theory and hail practice - as a cardiac surgeon might! I have a great deal of respect for Whitmore\u2019s book on Coaching for Performance. The book provided a solid reference and a practical guide for my work as a coach all these years.<\/p>\n\n\n\n
However, I do have my own \u201cinterpretations\u201d and \u201cextensions\u201d of the theory in actual practice which I wish to share. I will use the diagram below which shows the context for coaching.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
You can see the \u201ccircles of influence\u201d around the coachee which would have a bearing on coaching and its effectiveness. We will cover each of these circles with examples. Note that the coach\u2019s experience, beliefs and perceptions are also significant in the context in addition to his skills for coaching.<\/p>\n\n\n\n
Circle #1: Are all situations \u201ccoaching situations\u201d?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The first circle of influence is the coaching situation faced by the coachee at work. For example, it could be that he is recently promoted and finds gaining acceptance in his team a challenge.<\/p>\n\n\n\n
The question is whether all such work situations are amenable for coaching - whether you are the manager of the coachee or an external coach. If you follow the \u201ctheory\u201d (that is Whitmore), a coaching style can become the default management style of the entire organization for all occasions.<\/p>\n\n\n\n
In other words, all manager-reportee interactions can naturally follow the coaching style \u2013 the manager following the sequence of helping his reportee to identify the goal he is seeking to achieve, assess the current state of affairs, consider the available options to achieve the goal and making the commitment-making to make it happen.<\/p>\n\n\n\n
That is all very well, but what if you are a commando fighting a guerrilla war in a jungle and see a metal tube from the foliage pointing at you. Your commander (\u201cmanager\u201d) is not going to coach you through the situation, is he?<\/p>\n\n\n\n
There are also other equivalent (but less extreme) situations at work when time is of essence and all that the coachee needs is information or simple direction (like for example, how to balance staff loading in a project schedule).<\/p>\n\n\n\n
So, my interpretation of theory is that there is better pay-off of coaching in some situations than others. However, there are many, many work situations wherein the quality of work<\/b> or results<\/b> is very important, the learning<\/b> for the coachee very important and it is not an emergency<\/b>. Coaching is very relevant in those cases.<\/p>\n\n\n\n
Circle #2: Are people always receptive to coaching?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The next circle of influence is relating to how receptive people are to coaching even if their work situation was amenable for it.<\/p>\n\n\n\n
Are they motivated enough to become more aware<\/b> and take responsibility<\/b> by themselves and not just because their employer has enrolled them in a training & coaching program?<\/p>\n\n\n\n
Maslow\u2019s theory is that motivation is linked to the stage an individual is at in a hierarchy of needs (see diagram below from Whitmore\u2019s Coaching for Performance). Note that Whitmore has split Maslow\u2019s Esteem stage into two \u2013 Esteem from others and Self-esteem.<\/p>\n\n\n\n
At the stage of Esteem from others, one is looking \u201cexternal\u201d recognition and prestige as motivators. At the stage of Self-esteem, external motivators tend to become less important. More important is the need to make a difference and being empowered to do so enhancing self-esteem. This self-esteem stage is where coaching makes the biggest impact for personal growth.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
Source: Coaching for Performance by John Whitmore<\/i><\/p>\n\n\n\n
There are a few more \u201ccircles\u201d to cover which we will in Part II of the article.<\/p>\n\n\n\n
Till then...<\/p>\n","post_title":"Journey of a coach - theory & practice (Part I)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-i","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:34","post_modified_gmt":"2024-01-29 10:55:34","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1521,"post_author":"26","post_date":"2014-10-30 10:57:02","post_date_gmt":"2014-10-30 05:27:02","post_content":"\n
$\"Network_whenhow2\"$ <\/a><\/figure>\n\n\n\n
One is never without a network and if you are reading this - it may be more to know how to grow it and\/or to overcome obstacles, often due to one's level comfort with so called \"networking\".<\/p>\n\n\n\n
If you look at how you:<\/p>\n\n\n\n
\n
got the opportunity to work in your current position<\/li>\n\n\n\n
got into your college\/school<\/li>\n\n\n\n
got your house on rent or bought your apartment<\/li>\n<\/ul>\n\n\n\n
you will see that a network - formal, informal or virtual (internet based) was at play.<\/p>\n\n\n\n
I will focus on growing your professional network and a few simple steps for it and not delve into specifics of social media, as all of you would be familiar with it.<\/p>\n\n\n\n
First, start with your existing network - which will be your current and past colleagues, your college and school alumni, friends and family. See that you stay in touch with them, by meeting them up or electronically, if you are not in touch start right away. Sending greetings for important occasions, festivals and events is a good way to start. Make it a point to call a few of them over the commute\/ weekends and work on the complete list slowly and steadily, start at top the list again once you complete it.<\/p>\n\n\n\n
What if you need to ask for a reference or a favor from a person with whom you are not in regular touch. The best way to is to be honest, there is no point in coming up with a phony reason to get in touch with them and ask for what you want. Your honesty will be appreciated, after that do thank them and make an effort to stay in touch with them. See that your nurture this set of contacts where you have already made a start.<\/p>\n\n\n\n
Once, when I was looking out for a job using my network, I made it a point to call and thank all those who forwarded my resume to their contacts and I sent a book as a gift to thank all those contacts whose help took me to the interview stage. I did it without any motive and what amazed me was the warmth from these contacts in all my future interactions.<\/p>\n\n\n\n
Second area to focus on are the professional events - there will be events where your technical or managerial domain will be the focus. You may be sponsored\/encouraged by your organizations to attend them, do not let is pass citing an excuse of being busy. Do make time to attend a few of them. If you find that you do not have this opportunity then see that you find such events and enroll yourself.<\/p>\n\n\n\n
In my experience these events certainly help you make a few contacts, you will always find a few persons whom you will find interesting and knowledgeable and connect effortlessly. The key is to nurture this - see that you follow-up with a mail and\/or a call.<\/p>\n\n\n\n
If you are the type who feels inhibited to make an opening, then do not worry. I was advised by one of my mentors to just listen and not worry about talking and enjoy being there. If you listen and observe intently you will find yourself talking soon. Your focus on the interactions and not on your perceived ability, does the trick. Try it a couple of times and see for yourself.<\/p>\n\n\n\n
Lastly, for anything to succeed one has to have the desire, then comes the effort and discipline for achieving it. A small progress or a step with positive result, is the best encouragement for you to strive towards your goals. Do ponder on your actions and results to stay focused on continuing to do this.<\/p>\n\n\n\n
One related question I hear from many of my coachees is \"visibility\" within the organization. More on that in a later post.<\/p>\n","post_title":"Networking - when and how to begin?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"networking-when-and-how-to-begin","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:58","post_modified_gmt":"2024-01-29 14:50:58","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1521","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1517,"post_author":"30","post_date":"2014-10-29 09:30:26","post_date_gmt":"2014-10-29 04:00:26","post_content":"\n
$\"sell-it\"$ <\/a><\/figure>\n\n\n\n
As a child, I used to come up with various ideas for almost anything, and ask for Rs. 1000\/- per idea. Being a child, nobody would want to pay money, that too a thousand Rupees \u2013 but, I would get something else as an appreciation for my efforts. A toffee, a cone ice cream etc.<\/p>\n\n\n\n
Further on, when I used to be active in small groups, selling was more of ideas and to get the team to converge on something, that the group can take as an action.<\/p>\n\n\n\n
As a team leader, I needed to sell the vision of the project to the team, to get everybody\u2019s buy in.<\/p>\n\n\n\n
More recently, I have been in contact with many aspiring and active entrepreneurs. Selling is something that they do with every breath.<\/p>\n\n\n\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 10 of 12 Previous 1 … 9 10 11 12 Next

\n
We covered the following in Part I of this article:<\/p>\n\n\n\n
\u00b7 Circle #1: Are all situations \u201ccoaching situations\u201d?<\/p>\n\n\n\n
\u00b7 Circle #2: Are people always receptive to coaching?<\/p>\n\n\n\n
In this Part II, we will cover the two remaining circles.<\/p>\n\n\n\n
Circle #3: Are coaches sometimes helpless?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
Circle #3 above regarding \u201cbeliefs, perceptions and personal circumstances\u201d can actually be quite a hard shell hindering coaching progress. But it is often an invisible hard shell because people will share only so much of their innermost beliefs and personal circumstances even though they are impacting their work performance. Coaches make chance discoveries of this shell in the Reality check part (that is, the current state of affairs that needs to improve to meet the Goal) of the Goal-Reality-Options-Will (GROW) model of Whitmore. Here are examples:<\/p>\n\n\n\n
\u00b7 A coachee once candidly admitted that he was himself the reason for his declining performance at work. The reason was that his family was going through his sister\u2019s painful divorce in the US and her life coming back to India. He just could not go about work as usual<\/p>\n\n\n\n
\u00b7 A second coachee had a lot of issues with his manager. He felt that the manager\u2019s lack of domain knowledge resulted in his not realizing & recognizing the value of the coachee\u2019s work. In addition, the coachee seemed to indicate that lack of recognition of his work had to do with his belonging to a minority religious community in India<\/p>\n\n\n\n
\u00b7 Yet another coachee told my colleague (also a Performance Coach) that her problems arose because her boss was an inveterate woman-hater<\/p>\n\n\n\n
These are situations of tight-rope walking for a performance coach! In situations of personal crisis, the coach may only help by sympathetic and patient listening. This may help the coachee more than one would think \u2013 just getting the problem \u201coff his chest\u201d often helps and relieves stress. Being less stressed, he may be able to come to grips with his personal predicament and deal with it better. However, coachee\u2019s entrenched beliefs on, say, religion and gender can be very challenging for the coach to deal with. Some deep-rooted beliefs may indicate pathology needing help from a trained therapist \u2013 far beyond the scope of performance coaching and the ability of the coach.<\/p>\n\n\n\n
Circle #4: Is the coachee\u2019s work environment conducive?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The last circle of influence is the coachee\u2019s work. Sometimes, people have told me that they are \u201cstuck\u201d in positions \u2013 say, \u201croutine\u201d software bug fixing and maintenance where there is really no scope for \u201clearning, enjoyment and fulfillment\u201d (you may like to read My Team is not motivated!!!<\/a> by my colleague Prasanna Moses on this). Most of us would agree that there is far less drudgery at work in today\u2019s knowledge-centric world than even just 30 years ago. We would also agree that there is no such thing as 100% \u201csexy\u201d work (unless of course, you are doing breakthrough work of your calling \u2013 say, in quantum computing). So, when coachees complain about their current work\/role and the lack of sexiness thereof, I ask them questions about what makes it boring, what they can do about it and so on \u2013 hopefully making them better aware of interesting possibilities in what they were doing. In some cases, people have hinted to me that they are considering quitting their \u201cboring\u201d job and looking for a reaction. Under such circumstances, to be fair to the coachee and to the coachee\u2019s employer (who is paying my fees!), I would say the best option is to ask the coachee questions exploring his rationale for leaving (without being judgmental on whether it is right or wrong) \u2013 like what does he think leaving the job will achieve, how will it get him closer to his goals, how is he sure that the same problems would not repeat themselves in the new organization and so on. The ultimate decision should be the coachee\u2019s based on introspection triggered by your questions. He may still choose to quit \u2013 but that is another matter! As far as you are concerned as a coach, you have played it fair & square. It is not unthinkable that you as the coach may actually agree with his rationale for seeking another job!<\/p>\n\n\n\n
A related aspect is also the organizational environment in which the coachee works \u2013 over & above his immediate work\/role discussed above. In sports coaching, the strong individual motivation is a given and the coachee has a great deal of control over what he can and cannot do to enhance his performance. The circumstances for software project managers are different. Their GROW model is in the context of an organization with its culture, policies, processes and so on. As a coach, I have encountered some real challenges here \u2013 the Project Manager may be aspiring to do something of value in his project but his line management and work environment may not be supportive. Some organizational policies can be insensitive to people and even draconian. In one software development organization, if project team members logged in less than 40 hours per week of approved work, there would be automatic cuts in their pay while the significant additional work needed at other times went scarcely noticed! How can one be expected to learn and enjoy their work in such an environment? In such cases, we do bring it up with the line management for addressing them and offer our help as well. To be honest, it worked sometimes and it did not in as many cases.<\/p>\n\n\n\n
In summary, as a practicing coach, you are bound to run into situations like the ones above which make you stop and ponder as to what extent theory can lead practice! You may need to introspect and think of newer ways of extending \u201ctheory\u201d or just use good old common sense and move on! At PM Power, we have the coaches\u2019 conclave where these situations are discussed to see how best to help the coachee considering all the circles of influence. It has significantly helped our coaches in specific situations and in honing their coaching skills in general.<\/p>\n\n\n\n
We invite you to share your coaching experiences (as a coach or a coachee) and we would be happy to share our perspectives which may be of help. You may reach us at info@pm-powerconsulting.com.<\/p>\n","post_title":"Journey of a coach - theory & practice (Part II)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-ii","to_ping":"","pinged":"","post_modified":"2024-01-29 10:54:32","post_modified_gmt":"2024-01-29 10:54:32","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1456","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1514,"post_author":"31","post_date":"2014-11-02 12:24:22","post_date_gmt":"2014-11-02 06:54:22","post_content":"\n
A speaker finishes a great speech \u2013 at least, HE thinks it is great! He then asks, \u201cAny questions?\u201d What does he expect? If I were him, I would expect the audience to demonstrate a level of understanding of what the speech was all about and ask meaningful questions - clarifying the ground covered and even extending from there.<\/p>\n\n\n\n
These are situations where one actually wants to be questioned to get a sense a satisfaction that the effort (the speech, in this case) has been worthwhile. But there are other situations where being questioned has a very negative connotation. It implies questioning the ability of the person being questioned or the work that he has done.<\/p>\n\n\n\n
The important thing is that the intent of questioning should be to seek understanding rather than putting down someone. Hence, even the tone of questioning is very important. Consider the difference between, \u201cWhy did you do THAT?\u201d and \u201cWhat are your reasons for doing THAT?\u201d<\/p>\n\n\n\n
The tone of the former question is judgmental while the same question asked differently demonstrates an openness and a neutral tone. The tone is important because it can either put people off & make them defensive or it can make them relaxed and explain their rationale for an idea or a course of action.<\/p>\n\n\n\n
From the above, it follows that there is a big difference between \u201cquestioning\u201d and \u201casking questions\u201d.<\/p>\n\n\n\n
$\"image\"$ <\/figure>\n\n\n\n
In the work context, a manager who adopts an approach of \u201casking questions\u201d enables an environment where his reportees apply their mind to the situation at hand and exercise their best judgment on the right course of action.<\/p>\n\n\n\n
The manager can use questions to expand the reportee\u2019s thinking and make him aware of aspects he may not have thought of (instead of just instructing him what to do).<\/p>\n\n\n\n
Hence asking questions contributes to the reportee\u2019s overall development and ability to deal with situations with minimal oversight. Equally important, it enables greater responsibility on the part of the reportee so that the implementation aspects of his suggestions are fully owned by him.<\/p>\n\n\n\n
Through this, the manager\u2019s time is also freed up from routine oversight functions to take up important but not urgent tasks.<\/p>\n\n\n\n
In a highly dynamic world, the approach of \u201casking questions\u201d is not just \u201ca nice to have\u201d but an imperative to empower people and ensure that the organization as a whole responds fast to changes in the environment.<\/p>\n\n\n\n
\u201cAsking questions\u201d is an essential part of the tool set of a coach who may be the line manager himself. You consciously adopt the approach for improving the \u201cawareness\u201d of the coachee and therefore, open his mind to his perceptions & other possibilities and take \u201cresponsibility\u201d for the options for actions that he chooses.<\/p>\n\n\n\n
Finally, adopting the approach of \u201casking questions\u201d needs a complementing skill which is ACTIVE listening. A coach cannot sustain a session of asking questions without actually listening well, understanding and re-phrasing of what the coachee says.<\/p>\n\n\n\n
As with most things in life, practice makes perfect \u2013 it takes time and experience to hone the approach of asking questions and the skill of active listening. But they can indeed be developed for individual and organizational benefit. The time to start is NOW!<\/p>\n","post_title":"Questioning and Asking Questions - what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"questioning-and-asking-questions-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:02","post_modified_gmt":"2024-01-29 10:55:02","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1514","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1448,"post_author":"31","post_date":"2014-11-02 06:59:09","post_date_gmt":"2014-11-02 01:29:09","post_content":"\n
This article is part of the series on \u201cJourney of a coach\u201d covering my experiences as a performance coach. You may have the read an earlier article in the series on \u201cJourney of a coach \u2013 the beginning\u201d<\/a>. The journey continues here...<\/p>\n\n\n\n
Yogi Berra, New York Yankees baseball player (arguably the best catcher of all time) said, \u201cIn theory, there is no difference between theory & practice. But in practice, there is!\u201d So, this article is about the theory & practice of coaching for performance \u2013 not baseball players but people managing software projects.<\/p>\n\n\n\n
In my context, the \u201ctheory\u201d was mostly \u201cCoaching for Performance\u201d by John Whitmore (by the way, there is another article of mine on Whitmore<\/a> if you are interested). The \u201cpractice\u201d was, of course, my actual experiences over the years.<\/p>\n\n\n\n
A caveat \u2013 I am not here to debunk theory and hail practice - as a cardiac surgeon might! I have a great deal of respect for Whitmore\u2019s book on Coaching for Performance. The book provided a solid reference and a practical guide for my work as a coach all these years.<\/p>\n\n\n\n
However, I do have my own \u201cinterpretations\u201d and \u201cextensions\u201d of the theory in actual practice which I wish to share. I will use the diagram below which shows the context for coaching.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
You can see the \u201ccircles of influence\u201d around the coachee which would have a bearing on coaching and its effectiveness. We will cover each of these circles with examples. Note that the coach\u2019s experience, beliefs and perceptions are also significant in the context in addition to his skills for coaching.<\/p>\n\n\n\n
Circle #1: Are all situations \u201ccoaching situations\u201d?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The first circle of influence is the coaching situation faced by the coachee at work. For example, it could be that he is recently promoted and finds gaining acceptance in his team a challenge.<\/p>\n\n\n\n
The question is whether all such work situations are amenable for coaching - whether you are the manager of the coachee or an external coach. If you follow the \u201ctheory\u201d (that is Whitmore), a coaching style can become the default management style of the entire organization for all occasions.<\/p>\n\n\n\n
In other words, all manager-reportee interactions can naturally follow the coaching style \u2013 the manager following the sequence of helping his reportee to identify the goal he is seeking to achieve, assess the current state of affairs, consider the available options to achieve the goal and making the commitment-making to make it happen.<\/p>\n\n\n\n
That is all very well, but what if you are a commando fighting a guerrilla war in a jungle and see a metal tube from the foliage pointing at you. Your commander (\u201cmanager\u201d) is not going to coach you through the situation, is he?<\/p>\n\n\n\n
There are also other equivalent (but less extreme) situations at work when time is of essence and all that the coachee needs is information or simple direction (like for example, how to balance staff loading in a project schedule).<\/p>\n\n\n\n
So, my interpretation of theory is that there is better pay-off of coaching in some situations than others. However, there are many, many work situations wherein the quality of work<\/b> or results<\/b> is very important, the learning<\/b> for the coachee very important and it is not an emergency<\/b>. Coaching is very relevant in those cases.<\/p>\n\n\n\n
Circle #2: Are people always receptive to coaching?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The next circle of influence is relating to how receptive people are to coaching even if their work situation was amenable for it.<\/p>\n\n\n\n
Are they motivated enough to become more aware<\/b> and take responsibility<\/b> by themselves and not just because their employer has enrolled them in a training & coaching program?<\/p>\n\n\n\n
Maslow\u2019s theory is that motivation is linked to the stage an individual is at in a hierarchy of needs (see diagram below from Whitmore\u2019s Coaching for Performance). Note that Whitmore has split Maslow\u2019s Esteem stage into two \u2013 Esteem from others and Self-esteem.<\/p>\n\n\n\n
At the stage of Esteem from others, one is looking \u201cexternal\u201d recognition and prestige as motivators. At the stage of Self-esteem, external motivators tend to become less important. More important is the need to make a difference and being empowered to do so enhancing self-esteem. This self-esteem stage is where coaching makes the biggest impact for personal growth.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
Source: Coaching for Performance by John Whitmore<\/i><\/p>\n\n\n\n
There are a few more \u201ccircles\u201d to cover which we will in Part II of the article.<\/p>\n\n\n\n
Till then...<\/p>\n","post_title":"Journey of a coach - theory & practice (Part I)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-i","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:34","post_modified_gmt":"2024-01-29 10:55:34","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1521,"post_author":"26","post_date":"2014-10-30 10:57:02","post_date_gmt":"2014-10-30 05:27:02","post_content":"\n
$\"Network_whenhow2\"$ <\/a><\/figure>\n\n\n\n
One is never without a network and if you are reading this - it may be more to know how to grow it and\/or to overcome obstacles, often due to one's level comfort with so called \"networking\".<\/p>\n\n\n\n
If you look at how you:<\/p>\n\n\n\n
\n
got the opportunity to work in your current position<\/li>\n\n\n\n
got into your college\/school<\/li>\n\n\n\n
got your house on rent or bought your apartment<\/li>\n<\/ul>\n\n\n\n
you will see that a network - formal, informal or virtual (internet based) was at play.<\/p>\n\n\n\n
I will focus on growing your professional network and a few simple steps for it and not delve into specifics of social media, as all of you would be familiar with it.<\/p>\n\n\n\n
First, start with your existing network - which will be your current and past colleagues, your college and school alumni, friends and family. See that you stay in touch with them, by meeting them up or electronically, if you are not in touch start right away. Sending greetings for important occasions, festivals and events is a good way to start. Make it a point to call a few of them over the commute\/ weekends and work on the complete list slowly and steadily, start at top the list again once you complete it.<\/p>\n\n\n\n
What if you need to ask for a reference or a favor from a person with whom you are not in regular touch. The best way to is to be honest, there is no point in coming up with a phony reason to get in touch with them and ask for what you want. Your honesty will be appreciated, after that do thank them and make an effort to stay in touch with them. See that your nurture this set of contacts where you have already made a start.<\/p>\n\n\n\n
Once, when I was looking out for a job using my network, I made it a point to call and thank all those who forwarded my resume to their contacts and I sent a book as a gift to thank all those contacts whose help took me to the interview stage. I did it without any motive and what amazed me was the warmth from these contacts in all my future interactions.<\/p>\n\n\n\n
Second area to focus on are the professional events - there will be events where your technical or managerial domain will be the focus. You may be sponsored\/encouraged by your organizations to attend them, do not let is pass citing an excuse of being busy. Do make time to attend a few of them. If you find that you do not have this opportunity then see that you find such events and enroll yourself.<\/p>\n\n\n\n
In my experience these events certainly help you make a few contacts, you will always find a few persons whom you will find interesting and knowledgeable and connect effortlessly. The key is to nurture this - see that you follow-up with a mail and\/or a call.<\/p>\n\n\n\n
If you are the type who feels inhibited to make an opening, then do not worry. I was advised by one of my mentors to just listen and not worry about talking and enjoy being there. If you listen and observe intently you will find yourself talking soon. Your focus on the interactions and not on your perceived ability, does the trick. Try it a couple of times and see for yourself.<\/p>\n\n\n\n
Lastly, for anything to succeed one has to have the desire, then comes the effort and discipline for achieving it. A small progress or a step with positive result, is the best encouragement for you to strive towards your goals. Do ponder on your actions and results to stay focused on continuing to do this.<\/p>\n\n\n\n
One related question I hear from many of my coachees is \"visibility\" within the organization. More on that in a later post.<\/p>\n","post_title":"Networking - when and how to begin?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"networking-when-and-how-to-begin","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:58","post_modified_gmt":"2024-01-29 14:50:58","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1521","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1517,"post_author":"30","post_date":"2014-10-29 09:30:26","post_date_gmt":"2014-10-29 04:00:26","post_content":"\n
$\"sell-it\"$ <\/a><\/figure>\n\n\n\n
As a child, I used to come up with various ideas for almost anything, and ask for Rs. 1000\/- per idea. Being a child, nobody would want to pay money, that too a thousand Rupees \u2013 but, I would get something else as an appreciation for my efforts. A toffee, a cone ice cream etc.<\/p>\n\n\n\n
Further on, when I used to be active in small groups, selling was more of ideas and to get the team to converge on something, that the group can take as an action.<\/p>\n\n\n\n
As a team leader, I needed to sell the vision of the project to the team, to get everybody\u2019s buy in.<\/p>\n\n\n\n
More recently, I have been in contact with many aspiring and active entrepreneurs. Selling is something that they do with every breath.<\/p>\n\n\n\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 10 of 12 Previous 1 … 9 10 11 12 Next

\n
$\"image\"$ <\/a> The circles in the diagram above have a significant bearing on coaching effectiveness and need to be addressed by the coach using the theory of coaching (such as Whitmore\u2019s book on \u201cCoaching for Performance\u201d). In the case of some circles, the theory may \u201cend\u201d at some point and the coach will have \u201cinterpret\u201d and \u201cextend\u201d it for the specific coachee situation at hand.<\/p>\n\n\n\n
We covered the following in Part I of this article:<\/p>\n\n\n\n
\u00b7 Circle #1: Are all situations \u201ccoaching situations\u201d?<\/p>\n\n\n\n
\u00b7 Circle #2: Are people always receptive to coaching?<\/p>\n\n\n\n
In this Part II, we will cover the two remaining circles.<\/p>\n\n\n\n
Circle #3: Are coaches sometimes helpless?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
Circle #3 above regarding \u201cbeliefs, perceptions and personal circumstances\u201d can actually be quite a hard shell hindering coaching progress. But it is often an invisible hard shell because people will share only so much of their innermost beliefs and personal circumstances even though they are impacting their work performance. Coaches make chance discoveries of this shell in the Reality check part (that is, the current state of affairs that needs to improve to meet the Goal) of the Goal-Reality-Options-Will (GROW) model of Whitmore. Here are examples:<\/p>\n\n\n\n
\u00b7 A coachee once candidly admitted that he was himself the reason for his declining performance at work. The reason was that his family was going through his sister\u2019s painful divorce in the US and her life coming back to India. He just could not go about work as usual<\/p>\n\n\n\n
\u00b7 A second coachee had a lot of issues with his manager. He felt that the manager\u2019s lack of domain knowledge resulted in his not realizing & recognizing the value of the coachee\u2019s work. In addition, the coachee seemed to indicate that lack of recognition of his work had to do with his belonging to a minority religious community in India<\/p>\n\n\n\n
\u00b7 Yet another coachee told my colleague (also a Performance Coach) that her problems arose because her boss was an inveterate woman-hater<\/p>\n\n\n\n
These are situations of tight-rope walking for a performance coach! In situations of personal crisis, the coach may only help by sympathetic and patient listening. This may help the coachee more than one would think \u2013 just getting the problem \u201coff his chest\u201d often helps and relieves stress. Being less stressed, he may be able to come to grips with his personal predicament and deal with it better. However, coachee\u2019s entrenched beliefs on, say, religion and gender can be very challenging for the coach to deal with. Some deep-rooted beliefs may indicate pathology needing help from a trained therapist \u2013 far beyond the scope of performance coaching and the ability of the coach.<\/p>\n\n\n\n
Circle #4: Is the coachee\u2019s work environment conducive?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The last circle of influence is the coachee\u2019s work. Sometimes, people have told me that they are \u201cstuck\u201d in positions \u2013 say, \u201croutine\u201d software bug fixing and maintenance where there is really no scope for \u201clearning, enjoyment and fulfillment\u201d (you may like to read My Team is not motivated!!!<\/a> by my colleague Prasanna Moses on this). Most of us would agree that there is far less drudgery at work in today\u2019s knowledge-centric world than even just 30 years ago. We would also agree that there is no such thing as 100% \u201csexy\u201d work (unless of course, you are doing breakthrough work of your calling \u2013 say, in quantum computing). So, when coachees complain about their current work\/role and the lack of sexiness thereof, I ask them questions about what makes it boring, what they can do about it and so on \u2013 hopefully making them better aware of interesting possibilities in what they were doing. In some cases, people have hinted to me that they are considering quitting their \u201cboring\u201d job and looking for a reaction. Under such circumstances, to be fair to the coachee and to the coachee\u2019s employer (who is paying my fees!), I would say the best option is to ask the coachee questions exploring his rationale for leaving (without being judgmental on whether it is right or wrong) \u2013 like what does he think leaving the job will achieve, how will it get him closer to his goals, how is he sure that the same problems would not repeat themselves in the new organization and so on. The ultimate decision should be the coachee\u2019s based on introspection triggered by your questions. He may still choose to quit \u2013 but that is another matter! As far as you are concerned as a coach, you have played it fair & square. It is not unthinkable that you as the coach may actually agree with his rationale for seeking another job!<\/p>\n\n\n\n
A related aspect is also the organizational environment in which the coachee works \u2013 over & above his immediate work\/role discussed above. In sports coaching, the strong individual motivation is a given and the coachee has a great deal of control over what he can and cannot do to enhance his performance. The circumstances for software project managers are different. Their GROW model is in the context of an organization with its culture, policies, processes and so on. As a coach, I have encountered some real challenges here \u2013 the Project Manager may be aspiring to do something of value in his project but his line management and work environment may not be supportive. Some organizational policies can be insensitive to people and even draconian. In one software development organization, if project team members logged in less than 40 hours per week of approved work, there would be automatic cuts in their pay while the significant additional work needed at other times went scarcely noticed! How can one be expected to learn and enjoy their work in such an environment? In such cases, we do bring it up with the line management for addressing them and offer our help as well. To be honest, it worked sometimes and it did not in as many cases.<\/p>\n\n\n\n
In summary, as a practicing coach, you are bound to run into situations like the ones above which make you stop and ponder as to what extent theory can lead practice! You may need to introspect and think of newer ways of extending \u201ctheory\u201d or just use good old common sense and move on! At PM Power, we have the coaches\u2019 conclave where these situations are discussed to see how best to help the coachee considering all the circles of influence. It has significantly helped our coaches in specific situations and in honing their coaching skills in general.<\/p>\n\n\n\n
We invite you to share your coaching experiences (as a coach or a coachee) and we would be happy to share our perspectives which may be of help. You may reach us at info@pm-powerconsulting.com.<\/p>\n","post_title":"Journey of a coach - theory & practice (Part II)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-ii","to_ping":"","pinged":"","post_modified":"2024-01-29 10:54:32","post_modified_gmt":"2024-01-29 10:54:32","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1456","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1514,"post_author":"31","post_date":"2014-11-02 12:24:22","post_date_gmt":"2014-11-02 06:54:22","post_content":"\n
A speaker finishes a great speech \u2013 at least, HE thinks it is great! He then asks, \u201cAny questions?\u201d What does he expect? If I were him, I would expect the audience to demonstrate a level of understanding of what the speech was all about and ask meaningful questions - clarifying the ground covered and even extending from there.<\/p>\n\n\n\n
These are situations where one actually wants to be questioned to get a sense a satisfaction that the effort (the speech, in this case) has been worthwhile. But there are other situations where being questioned has a very negative connotation. It implies questioning the ability of the person being questioned or the work that he has done.<\/p>\n\n\n\n
The important thing is that the intent of questioning should be to seek understanding rather than putting down someone. Hence, even the tone of questioning is very important. Consider the difference between, \u201cWhy did you do THAT?\u201d and \u201cWhat are your reasons for doing THAT?\u201d<\/p>\n\n\n\n
The tone of the former question is judgmental while the same question asked differently demonstrates an openness and a neutral tone. The tone is important because it can either put people off & make them defensive or it can make them relaxed and explain their rationale for an idea or a course of action.<\/p>\n\n\n\n
From the above, it follows that there is a big difference between \u201cquestioning\u201d and \u201casking questions\u201d.<\/p>\n\n\n\n
$\"image\"$ <\/figure>\n\n\n\n
In the work context, a manager who adopts an approach of \u201casking questions\u201d enables an environment where his reportees apply their mind to the situation at hand and exercise their best judgment on the right course of action.<\/p>\n\n\n\n
The manager can use questions to expand the reportee\u2019s thinking and make him aware of aspects he may not have thought of (instead of just instructing him what to do).<\/p>\n\n\n\n
Hence asking questions contributes to the reportee\u2019s overall development and ability to deal with situations with minimal oversight. Equally important, it enables greater responsibility on the part of the reportee so that the implementation aspects of his suggestions are fully owned by him.<\/p>\n\n\n\n
Through this, the manager\u2019s time is also freed up from routine oversight functions to take up important but not urgent tasks.<\/p>\n\n\n\n
In a highly dynamic world, the approach of \u201casking questions\u201d is not just \u201ca nice to have\u201d but an imperative to empower people and ensure that the organization as a whole responds fast to changes in the environment.<\/p>\n\n\n\n
\u201cAsking questions\u201d is an essential part of the tool set of a coach who may be the line manager himself. You consciously adopt the approach for improving the \u201cawareness\u201d of the coachee and therefore, open his mind to his perceptions & other possibilities and take \u201cresponsibility\u201d for the options for actions that he chooses.<\/p>\n\n\n\n
Finally, adopting the approach of \u201casking questions\u201d needs a complementing skill which is ACTIVE listening. A coach cannot sustain a session of asking questions without actually listening well, understanding and re-phrasing of what the coachee says.<\/p>\n\n\n\n
As with most things in life, practice makes perfect \u2013 it takes time and experience to hone the approach of asking questions and the skill of active listening. But they can indeed be developed for individual and organizational benefit. The time to start is NOW!<\/p>\n","post_title":"Questioning and Asking Questions - what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"questioning-and-asking-questions-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:02","post_modified_gmt":"2024-01-29 10:55:02","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1514","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1448,"post_author":"31","post_date":"2014-11-02 06:59:09","post_date_gmt":"2014-11-02 01:29:09","post_content":"\n
This article is part of the series on \u201cJourney of a coach\u201d covering my experiences as a performance coach. You may have the read an earlier article in the series on \u201cJourney of a coach \u2013 the beginning\u201d<\/a>. The journey continues here...<\/p>\n\n\n\n
Yogi Berra, New York Yankees baseball player (arguably the best catcher of all time) said, \u201cIn theory, there is no difference between theory & practice. But in practice, there is!\u201d So, this article is about the theory & practice of coaching for performance \u2013 not baseball players but people managing software projects.<\/p>\n\n\n\n
In my context, the \u201ctheory\u201d was mostly \u201cCoaching for Performance\u201d by John Whitmore (by the way, there is another article of mine on Whitmore<\/a> if you are interested). The \u201cpractice\u201d was, of course, my actual experiences over the years.<\/p>\n\n\n\n
A caveat \u2013 I am not here to debunk theory and hail practice - as a cardiac surgeon might! I have a great deal of respect for Whitmore\u2019s book on Coaching for Performance. The book provided a solid reference and a practical guide for my work as a coach all these years.<\/p>\n\n\n\n
However, I do have my own \u201cinterpretations\u201d and \u201cextensions\u201d of the theory in actual practice which I wish to share. I will use the diagram below which shows the context for coaching.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
You can see the \u201ccircles of influence\u201d around the coachee which would have a bearing on coaching and its effectiveness. We will cover each of these circles with examples. Note that the coach\u2019s experience, beliefs and perceptions are also significant in the context in addition to his skills for coaching.<\/p>\n\n\n\n
Circle #1: Are all situations \u201ccoaching situations\u201d?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The first circle of influence is the coaching situation faced by the coachee at work. For example, it could be that he is recently promoted and finds gaining acceptance in his team a challenge.<\/p>\n\n\n\n
The question is whether all such work situations are amenable for coaching - whether you are the manager of the coachee or an external coach. If you follow the \u201ctheory\u201d (that is Whitmore), a coaching style can become the default management style of the entire organization for all occasions.<\/p>\n\n\n\n
In other words, all manager-reportee interactions can naturally follow the coaching style \u2013 the manager following the sequence of helping his reportee to identify the goal he is seeking to achieve, assess the current state of affairs, consider the available options to achieve the goal and making the commitment-making to make it happen.<\/p>\n\n\n\n
That is all very well, but what if you are a commando fighting a guerrilla war in a jungle and see a metal tube from the foliage pointing at you. Your commander (\u201cmanager\u201d) is not going to coach you through the situation, is he?<\/p>\n\n\n\n
There are also other equivalent (but less extreme) situations at work when time is of essence and all that the coachee needs is information or simple direction (like for example, how to balance staff loading in a project schedule).<\/p>\n\n\n\n
So, my interpretation of theory is that there is better pay-off of coaching in some situations than others. However, there are many, many work situations wherein the quality of work<\/b> or results<\/b> is very important, the learning<\/b> for the coachee very important and it is not an emergency<\/b>. Coaching is very relevant in those cases.<\/p>\n\n\n\n
Circle #2: Are people always receptive to coaching?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The next circle of influence is relating to how receptive people are to coaching even if their work situation was amenable for it.<\/p>\n\n\n\n
Are they motivated enough to become more aware<\/b> and take responsibility<\/b> by themselves and not just because their employer has enrolled them in a training & coaching program?<\/p>\n\n\n\n
Maslow\u2019s theory is that motivation is linked to the stage an individual is at in a hierarchy of needs (see diagram below from Whitmore\u2019s Coaching for Performance). Note that Whitmore has split Maslow\u2019s Esteem stage into two \u2013 Esteem from others and Self-esteem.<\/p>\n\n\n\n
At the stage of Esteem from others, one is looking \u201cexternal\u201d recognition and prestige as motivators. At the stage of Self-esteem, external motivators tend to become less important. More important is the need to make a difference and being empowered to do so enhancing self-esteem. This self-esteem stage is where coaching makes the biggest impact for personal growth.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
Source: Coaching for Performance by John Whitmore<\/i><\/p>\n\n\n\n
There are a few more \u201ccircles\u201d to cover which we will in Part II of the article.<\/p>\n\n\n\n
Till then...<\/p>\n","post_title":"Journey of a coach - theory & practice (Part I)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-i","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:34","post_modified_gmt":"2024-01-29 10:55:34","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1521,"post_author":"26","post_date":"2014-10-30 10:57:02","post_date_gmt":"2014-10-30 05:27:02","post_content":"\n
$\"Network_whenhow2\"$ <\/a><\/figure>\n\n\n\n
One is never without a network and if you are reading this - it may be more to know how to grow it and\/or to overcome obstacles, often due to one's level comfort with so called \"networking\".<\/p>\n\n\n\n
If you look at how you:<\/p>\n\n\n\n
\n
got the opportunity to work in your current position<\/li>\n\n\n\n
got into your college\/school<\/li>\n\n\n\n
got your house on rent or bought your apartment<\/li>\n<\/ul>\n\n\n\n
you will see that a network - formal, informal or virtual (internet based) was at play.<\/p>\n\n\n\n
I will focus on growing your professional network and a few simple steps for it and not delve into specifics of social media, as all of you would be familiar with it.<\/p>\n\n\n\n
First, start with your existing network - which will be your current and past colleagues, your college and school alumni, friends and family. See that you stay in touch with them, by meeting them up or electronically, if you are not in touch start right away. Sending greetings for important occasions, festivals and events is a good way to start. Make it a point to call a few of them over the commute\/ weekends and work on the complete list slowly and steadily, start at top the list again once you complete it.<\/p>\n\n\n\n
What if you need to ask for a reference or a favor from a person with whom you are not in regular touch. The best way to is to be honest, there is no point in coming up with a phony reason to get in touch with them and ask for what you want. Your honesty will be appreciated, after that do thank them and make an effort to stay in touch with them. See that your nurture this set of contacts where you have already made a start.<\/p>\n\n\n\n
Once, when I was looking out for a job using my network, I made it a point to call and thank all those who forwarded my resume to their contacts and I sent a book as a gift to thank all those contacts whose help took me to the interview stage. I did it without any motive and what amazed me was the warmth from these contacts in all my future interactions.<\/p>\n\n\n\n
Second area to focus on are the professional events - there will be events where your technical or managerial domain will be the focus. You may be sponsored\/encouraged by your organizations to attend them, do not let is pass citing an excuse of being busy. Do make time to attend a few of them. If you find that you do not have this opportunity then see that you find such events and enroll yourself.<\/p>\n\n\n\n
In my experience these events certainly help you make a few contacts, you will always find a few persons whom you will find interesting and knowledgeable and connect effortlessly. The key is to nurture this - see that you follow-up with a mail and\/or a call.<\/p>\n\n\n\n
If you are the type who feels inhibited to make an opening, then do not worry. I was advised by one of my mentors to just listen and not worry about talking and enjoy being there. If you listen and observe intently you will find yourself talking soon. Your focus on the interactions and not on your perceived ability, does the trick. Try it a couple of times and see for yourself.<\/p>\n\n\n\n
Lastly, for anything to succeed one has to have the desire, then comes the effort and discipline for achieving it. A small progress or a step with positive result, is the best encouragement for you to strive towards your goals. Do ponder on your actions and results to stay focused on continuing to do this.<\/p>\n\n\n\n
One related question I hear from many of my coachees is \"visibility\" within the organization. More on that in a later post.<\/p>\n","post_title":"Networking - when and how to begin?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"networking-when-and-how-to-begin","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:58","post_modified_gmt":"2024-01-29 14:50:58","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1521","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1517,"post_author":"30","post_date":"2014-10-29 09:30:26","post_date_gmt":"2014-10-29 04:00:26","post_content":"\n
$\"sell-it\"$ <\/a><\/figure>\n\n\n\n
As a child, I used to come up with various ideas for almost anything, and ask for Rs. 1000\/- per idea. Being a child, nobody would want to pay money, that too a thousand Rupees \u2013 but, I would get something else as an appreciation for my efforts. A toffee, a cone ice cream etc.<\/p>\n\n\n\n
Further on, when I used to be active in small groups, selling was more of ideas and to get the team to converge on something, that the group can take as an action.<\/p>\n\n\n\n
As a team leader, I needed to sell the vision of the project to the team, to get everybody\u2019s buy in.<\/p>\n\n\n\n
More recently, I have been in contact with many aspiring and active entrepreneurs. Selling is something that they do with every breath.<\/p>\n\n\n\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 10 of 12 Previous 1 … 9 10 11 12 Next

\n
In an earlier article \u201cJourney of a coach \u2013 theory & practice (Part I)<\/a>, we introduced the \u201ccircles of influence\u201d which form the context (see diagram below) for coaching process.<\/p>\n\n\n\n
$\"image\"$ <\/a> The circles in the diagram above have a significant bearing on coaching effectiveness and need to be addressed by the coach using the theory of coaching (such as Whitmore\u2019s book on \u201cCoaching for Performance\u201d). In the case of some circles, the theory may \u201cend\u201d at some point and the coach will have \u201cinterpret\u201d and \u201cextend\u201d it for the specific coachee situation at hand.<\/p>\n\n\n\n
We covered the following in Part I of this article:<\/p>\n\n\n\n
\u00b7 Circle #1: Are all situations \u201ccoaching situations\u201d?<\/p>\n\n\n\n
\u00b7 Circle #2: Are people always receptive to coaching?<\/p>\n\n\n\n
In this Part II, we will cover the two remaining circles.<\/p>\n\n\n\n
Circle #3: Are coaches sometimes helpless?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
Circle #3 above regarding \u201cbeliefs, perceptions and personal circumstances\u201d can actually be quite a hard shell hindering coaching progress. But it is often an invisible hard shell because people will share only so much of their innermost beliefs and personal circumstances even though they are impacting their work performance. Coaches make chance discoveries of this shell in the Reality check part (that is, the current state of affairs that needs to improve to meet the Goal) of the Goal-Reality-Options-Will (GROW) model of Whitmore. Here are examples:<\/p>\n\n\n\n
\u00b7 A coachee once candidly admitted that he was himself the reason for his declining performance at work. The reason was that his family was going through his sister\u2019s painful divorce in the US and her life coming back to India. He just could not go about work as usual<\/p>\n\n\n\n
\u00b7 A second coachee had a lot of issues with his manager. He felt that the manager\u2019s lack of domain knowledge resulted in his not realizing & recognizing the value of the coachee\u2019s work. In addition, the coachee seemed to indicate that lack of recognition of his work had to do with his belonging to a minority religious community in India<\/p>\n\n\n\n
\u00b7 Yet another coachee told my colleague (also a Performance Coach) that her problems arose because her boss was an inveterate woman-hater<\/p>\n\n\n\n
These are situations of tight-rope walking for a performance coach! In situations of personal crisis, the coach may only help by sympathetic and patient listening. This may help the coachee more than one would think \u2013 just getting the problem \u201coff his chest\u201d often helps and relieves stress. Being less stressed, he may be able to come to grips with his personal predicament and deal with it better. However, coachee\u2019s entrenched beliefs on, say, religion and gender can be very challenging for the coach to deal with. Some deep-rooted beliefs may indicate pathology needing help from a trained therapist \u2013 far beyond the scope of performance coaching and the ability of the coach.<\/p>\n\n\n\n
Circle #4: Is the coachee\u2019s work environment conducive?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The last circle of influence is the coachee\u2019s work. Sometimes, people have told me that they are \u201cstuck\u201d in positions \u2013 say, \u201croutine\u201d software bug fixing and maintenance where there is really no scope for \u201clearning, enjoyment and fulfillment\u201d (you may like to read My Team is not motivated!!!<\/a> by my colleague Prasanna Moses on this). Most of us would agree that there is far less drudgery at work in today\u2019s knowledge-centric world than even just 30 years ago. We would also agree that there is no such thing as 100% \u201csexy\u201d work (unless of course, you are doing breakthrough work of your calling \u2013 say, in quantum computing). So, when coachees complain about their current work\/role and the lack of sexiness thereof, I ask them questions about what makes it boring, what they can do about it and so on \u2013 hopefully making them better aware of interesting possibilities in what they were doing. In some cases, people have hinted to me that they are considering quitting their \u201cboring\u201d job and looking for a reaction. Under such circumstances, to be fair to the coachee and to the coachee\u2019s employer (who is paying my fees!), I would say the best option is to ask the coachee questions exploring his rationale for leaving (without being judgmental on whether it is right or wrong) \u2013 like what does he think leaving the job will achieve, how will it get him closer to his goals, how is he sure that the same problems would not repeat themselves in the new organization and so on. The ultimate decision should be the coachee\u2019s based on introspection triggered by your questions. He may still choose to quit \u2013 but that is another matter! As far as you are concerned as a coach, you have played it fair & square. It is not unthinkable that you as the coach may actually agree with his rationale for seeking another job!<\/p>\n\n\n\n
A related aspect is also the organizational environment in which the coachee works \u2013 over & above his immediate work\/role discussed above. In sports coaching, the strong individual motivation is a given and the coachee has a great deal of control over what he can and cannot do to enhance his performance. The circumstances for software project managers are different. Their GROW model is in the context of an organization with its culture, policies, processes and so on. As a coach, I have encountered some real challenges here \u2013 the Project Manager may be aspiring to do something of value in his project but his line management and work environment may not be supportive. Some organizational policies can be insensitive to people and even draconian. In one software development organization, if project team members logged in less than 40 hours per week of approved work, there would be automatic cuts in their pay while the significant additional work needed at other times went scarcely noticed! How can one be expected to learn and enjoy their work in such an environment? In such cases, we do bring it up with the line management for addressing them and offer our help as well. To be honest, it worked sometimes and it did not in as many cases.<\/p>\n\n\n\n
In summary, as a practicing coach, you are bound to run into situations like the ones above which make you stop and ponder as to what extent theory can lead practice! You may need to introspect and think of newer ways of extending \u201ctheory\u201d or just use good old common sense and move on! At PM Power, we have the coaches\u2019 conclave where these situations are discussed to see how best to help the coachee considering all the circles of influence. It has significantly helped our coaches in specific situations and in honing their coaching skills in general.<\/p>\n\n\n\n
We invite you to share your coaching experiences (as a coach or a coachee) and we would be happy to share our perspectives which may be of help. You may reach us at info@pm-powerconsulting.com.<\/p>\n","post_title":"Journey of a coach - theory & practice (Part II)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-ii","to_ping":"","pinged":"","post_modified":"2024-01-29 10:54:32","post_modified_gmt":"2024-01-29 10:54:32","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1456","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1514,"post_author":"31","post_date":"2014-11-02 12:24:22","post_date_gmt":"2014-11-02 06:54:22","post_content":"\n
A speaker finishes a great speech \u2013 at least, HE thinks it is great! He then asks, \u201cAny questions?\u201d What does he expect? If I were him, I would expect the audience to demonstrate a level of understanding of what the speech was all about and ask meaningful questions - clarifying the ground covered and even extending from there.<\/p>\n\n\n\n
These are situations where one actually wants to be questioned to get a sense a satisfaction that the effort (the speech, in this case) has been worthwhile. But there are other situations where being questioned has a very negative connotation. It implies questioning the ability of the person being questioned or the work that he has done.<\/p>\n\n\n\n
The important thing is that the intent of questioning should be to seek understanding rather than putting down someone. Hence, even the tone of questioning is very important. Consider the difference between, \u201cWhy did you do THAT?\u201d and \u201cWhat are your reasons for doing THAT?\u201d<\/p>\n\n\n\n
The tone of the former question is judgmental while the same question asked differently demonstrates an openness and a neutral tone. The tone is important because it can either put people off & make them defensive or it can make them relaxed and explain their rationale for an idea or a course of action.<\/p>\n\n\n\n
From the above, it follows that there is a big difference between \u201cquestioning\u201d and \u201casking questions\u201d.<\/p>\n\n\n\n
$\"image\"$ <\/figure>\n\n\n\n
In the work context, a manager who adopts an approach of \u201casking questions\u201d enables an environment where his reportees apply their mind to the situation at hand and exercise their best judgment on the right course of action.<\/p>\n\n\n\n
The manager can use questions to expand the reportee\u2019s thinking and make him aware of aspects he may not have thought of (instead of just instructing him what to do).<\/p>\n\n\n\n
Hence asking questions contributes to the reportee\u2019s overall development and ability to deal with situations with minimal oversight. Equally important, it enables greater responsibility on the part of the reportee so that the implementation aspects of his suggestions are fully owned by him.<\/p>\n\n\n\n
Through this, the manager\u2019s time is also freed up from routine oversight functions to take up important but not urgent tasks.<\/p>\n\n\n\n
In a highly dynamic world, the approach of \u201casking questions\u201d is not just \u201ca nice to have\u201d but an imperative to empower people and ensure that the organization as a whole responds fast to changes in the environment.<\/p>\n\n\n\n
\u201cAsking questions\u201d is an essential part of the tool set of a coach who may be the line manager himself. You consciously adopt the approach for improving the \u201cawareness\u201d of the coachee and therefore, open his mind to his perceptions & other possibilities and take \u201cresponsibility\u201d for the options for actions that he chooses.<\/p>\n\n\n\n
Finally, adopting the approach of \u201casking questions\u201d needs a complementing skill which is ACTIVE listening. A coach cannot sustain a session of asking questions without actually listening well, understanding and re-phrasing of what the coachee says.<\/p>\n\n\n\n
As with most things in life, practice makes perfect \u2013 it takes time and experience to hone the approach of asking questions and the skill of active listening. But they can indeed be developed for individual and organizational benefit. The time to start is NOW!<\/p>\n","post_title":"Questioning and Asking Questions - what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"questioning-and-asking-questions-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:02","post_modified_gmt":"2024-01-29 10:55:02","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1514","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1448,"post_author":"31","post_date":"2014-11-02 06:59:09","post_date_gmt":"2014-11-02 01:29:09","post_content":"\n
This article is part of the series on \u201cJourney of a coach\u201d covering my experiences as a performance coach. You may have the read an earlier article in the series on \u201cJourney of a coach \u2013 the beginning\u201d<\/a>. The journey continues here...<\/p>\n\n\n\n
Yogi Berra, New York Yankees baseball player (arguably the best catcher of all time) said, \u201cIn theory, there is no difference between theory & practice. But in practice, there is!\u201d So, this article is about the theory & practice of coaching for performance \u2013 not baseball players but people managing software projects.<\/p>\n\n\n\n
In my context, the \u201ctheory\u201d was mostly \u201cCoaching for Performance\u201d by John Whitmore (by the way, there is another article of mine on Whitmore<\/a> if you are interested). The \u201cpractice\u201d was, of course, my actual experiences over the years.<\/p>\n\n\n\n
A caveat \u2013 I am not here to debunk theory and hail practice - as a cardiac surgeon might! I have a great deal of respect for Whitmore\u2019s book on Coaching for Performance. The book provided a solid reference and a practical guide for my work as a coach all these years.<\/p>\n\n\n\n
However, I do have my own \u201cinterpretations\u201d and \u201cextensions\u201d of the theory in actual practice which I wish to share. I will use the diagram below which shows the context for coaching.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
You can see the \u201ccircles of influence\u201d around the coachee which would have a bearing on coaching and its effectiveness. We will cover each of these circles with examples. Note that the coach\u2019s experience, beliefs and perceptions are also significant in the context in addition to his skills for coaching.<\/p>\n\n\n\n
Circle #1: Are all situations \u201ccoaching situations\u201d?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The first circle of influence is the coaching situation faced by the coachee at work. For example, it could be that he is recently promoted and finds gaining acceptance in his team a challenge.<\/p>\n\n\n\n
The question is whether all such work situations are amenable for coaching - whether you are the manager of the coachee or an external coach. If you follow the \u201ctheory\u201d (that is Whitmore), a coaching style can become the default management style of the entire organization for all occasions.<\/p>\n\n\n\n
In other words, all manager-reportee interactions can naturally follow the coaching style \u2013 the manager following the sequence of helping his reportee to identify the goal he is seeking to achieve, assess the current state of affairs, consider the available options to achieve the goal and making the commitment-making to make it happen.<\/p>\n\n\n\n
That is all very well, but what if you are a commando fighting a guerrilla war in a jungle and see a metal tube from the foliage pointing at you. Your commander (\u201cmanager\u201d) is not going to coach you through the situation, is he?<\/p>\n\n\n\n
There are also other equivalent (but less extreme) situations at work when time is of essence and all that the coachee needs is information or simple direction (like for example, how to balance staff loading in a project schedule).<\/p>\n\n\n\n
So, my interpretation of theory is that there is better pay-off of coaching in some situations than others. However, there are many, many work situations wherein the quality of work<\/b> or results<\/b> is very important, the learning<\/b> for the coachee very important and it is not an emergency<\/b>. Coaching is very relevant in those cases.<\/p>\n\n\n\n
Circle #2: Are people always receptive to coaching?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The next circle of influence is relating to how receptive people are to coaching even if their work situation was amenable for it.<\/p>\n\n\n\n
Are they motivated enough to become more aware<\/b> and take responsibility<\/b> by themselves and not just because their employer has enrolled them in a training & coaching program?<\/p>\n\n\n\n
Maslow\u2019s theory is that motivation is linked to the stage an individual is at in a hierarchy of needs (see diagram below from Whitmore\u2019s Coaching for Performance). Note that Whitmore has split Maslow\u2019s Esteem stage into two \u2013 Esteem from others and Self-esteem.<\/p>\n\n\n\n
At the stage of Esteem from others, one is looking \u201cexternal\u201d recognition and prestige as motivators. At the stage of Self-esteem, external motivators tend to become less important. More important is the need to make a difference and being empowered to do so enhancing self-esteem. This self-esteem stage is where coaching makes the biggest impact for personal growth.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
Source: Coaching for Performance by John Whitmore<\/i><\/p>\n\n\n\n
There are a few more \u201ccircles\u201d to cover which we will in Part II of the article.<\/p>\n\n\n\n
Till then...<\/p>\n","post_title":"Journey of a coach - theory & practice (Part I)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-i","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:34","post_modified_gmt":"2024-01-29 10:55:34","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1521,"post_author":"26","post_date":"2014-10-30 10:57:02","post_date_gmt":"2014-10-30 05:27:02","post_content":"\n
$\"Network_whenhow2\"$ <\/a><\/figure>\n\n\n\n
One is never without a network and if you are reading this - it may be more to know how to grow it and\/or to overcome obstacles, often due to one's level comfort with so called \"networking\".<\/p>\n\n\n\n
If you look at how you:<\/p>\n\n\n\n
\n
got the opportunity to work in your current position<\/li>\n\n\n\n
got into your college\/school<\/li>\n\n\n\n
got your house on rent or bought your apartment<\/li>\n<\/ul>\n\n\n\n
you will see that a network - formal, informal or virtual (internet based) was at play.<\/p>\n\n\n\n
I will focus on growing your professional network and a few simple steps for it and not delve into specifics of social media, as all of you would be familiar with it.<\/p>\n\n\n\n
First, start with your existing network - which will be your current and past colleagues, your college and school alumni, friends and family. See that you stay in touch with them, by meeting them up or electronically, if you are not in touch start right away. Sending greetings for important occasions, festivals and events is a good way to start. Make it a point to call a few of them over the commute\/ weekends and work on the complete list slowly and steadily, start at top the list again once you complete it.<\/p>\n\n\n\n
What if you need to ask for a reference or a favor from a person with whom you are not in regular touch. The best way to is to be honest, there is no point in coming up with a phony reason to get in touch with them and ask for what you want. Your honesty will be appreciated, after that do thank them and make an effort to stay in touch with them. See that your nurture this set of contacts where you have already made a start.<\/p>\n\n\n\n
Once, when I was looking out for a job using my network, I made it a point to call and thank all those who forwarded my resume to their contacts and I sent a book as a gift to thank all those contacts whose help took me to the interview stage. I did it without any motive and what amazed me was the warmth from these contacts in all my future interactions.<\/p>\n\n\n\n
Second area to focus on are the professional events - there will be events where your technical or managerial domain will be the focus. You may be sponsored\/encouraged by your organizations to attend them, do not let is pass citing an excuse of being busy. Do make time to attend a few of them. If you find that you do not have this opportunity then see that you find such events and enroll yourself.<\/p>\n\n\n\n
In my experience these events certainly help you make a few contacts, you will always find a few persons whom you will find interesting and knowledgeable and connect effortlessly. The key is to nurture this - see that you follow-up with a mail and\/or a call.<\/p>\n\n\n\n
If you are the type who feels inhibited to make an opening, then do not worry. I was advised by one of my mentors to just listen and not worry about talking and enjoy being there. If you listen and observe intently you will find yourself talking soon. Your focus on the interactions and not on your perceived ability, does the trick. Try it a couple of times and see for yourself.<\/p>\n\n\n\n
Lastly, for anything to succeed one has to have the desire, then comes the effort and discipline for achieving it. A small progress or a step with positive result, is the best encouragement for you to strive towards your goals. Do ponder on your actions and results to stay focused on continuing to do this.<\/p>\n\n\n\n
One related question I hear from many of my coachees is \"visibility\" within the organization. More on that in a later post.<\/p>\n","post_title":"Networking - when and how to begin?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"networking-when-and-how-to-begin","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:58","post_modified_gmt":"2024-01-29 14:50:58","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1521","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1517,"post_author":"30","post_date":"2014-10-29 09:30:26","post_date_gmt":"2014-10-29 04:00:26","post_content":"\n
$\"sell-it\"$ <\/a><\/figure>\n\n\n\n
As a child, I used to come up with various ideas for almost anything, and ask for Rs. 1000\/- per idea. Being a child, nobody would want to pay money, that too a thousand Rupees \u2013 but, I would get something else as an appreciation for my efforts. A toffee, a cone ice cream etc.<\/p>\n\n\n\n
Further on, when I used to be active in small groups, selling was more of ideas and to get the team to converge on something, that the group can take as an action.<\/p>\n\n\n\n
As a team leader, I needed to sell the vision of the project to the team, to get everybody\u2019s buy in.<\/p>\n\n\n\n
More recently, I have been in contact with many aspiring and active entrepreneurs. Selling is something that they do with every breath.<\/p>\n\n\n\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 10 of 12 Previous 1 … 9 10 11 12 Next

\n
However, to be a good Leader, coaching way of management style should be the most natural approach and command & control should be the exception.<\/p>\n","post_title":"Coaching vs Command & Control style of Management","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"coaching-vs-command-control-style-of-management","to_ping":"","pinged":"","post_modified":"2024-01-29 15:34:20","post_modified_gmt":"2024-01-29 15:34:20","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1519","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1456,"post_author":"31","post_date":"2014-11-09 12:15:37","post_date_gmt":"2014-11-09 06:45:37","post_content":"\n
In an earlier article \u201cJourney of a coach \u2013 theory & practice (Part I)<\/a>, we introduced the \u201ccircles of influence\u201d which form the context (see diagram below) for coaching process.<\/p>\n\n\n\n
$\"image\"$ <\/a> The circles in the diagram above have a significant bearing on coaching effectiveness and need to be addressed by the coach using the theory of coaching (such as Whitmore\u2019s book on \u201cCoaching for Performance\u201d). In the case of some circles, the theory may \u201cend\u201d at some point and the coach will have \u201cinterpret\u201d and \u201cextend\u201d it for the specific coachee situation at hand.<\/p>\n\n\n\n
We covered the following in Part I of this article:<\/p>\n\n\n\n
\u00b7 Circle #1: Are all situations \u201ccoaching situations\u201d?<\/p>\n\n\n\n
\u00b7 Circle #2: Are people always receptive to coaching?<\/p>\n\n\n\n
In this Part II, we will cover the two remaining circles.<\/p>\n\n\n\n
Circle #3: Are coaches sometimes helpless?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
Circle #3 above regarding \u201cbeliefs, perceptions and personal circumstances\u201d can actually be quite a hard shell hindering coaching progress. But it is often an invisible hard shell because people will share only so much of their innermost beliefs and personal circumstances even though they are impacting their work performance. Coaches make chance discoveries of this shell in the Reality check part (that is, the current state of affairs that needs to improve to meet the Goal) of the Goal-Reality-Options-Will (GROW) model of Whitmore. Here are examples:<\/p>\n\n\n\n
\u00b7 A coachee once candidly admitted that he was himself the reason for his declining performance at work. The reason was that his family was going through his sister\u2019s painful divorce in the US and her life coming back to India. He just could not go about work as usual<\/p>\n\n\n\n
\u00b7 A second coachee had a lot of issues with his manager. He felt that the manager\u2019s lack of domain knowledge resulted in his not realizing & recognizing the value of the coachee\u2019s work. In addition, the coachee seemed to indicate that lack of recognition of his work had to do with his belonging to a minority religious community in India<\/p>\n\n\n\n
\u00b7 Yet another coachee told my colleague (also a Performance Coach) that her problems arose because her boss was an inveterate woman-hater<\/p>\n\n\n\n
These are situations of tight-rope walking for a performance coach! In situations of personal crisis, the coach may only help by sympathetic and patient listening. This may help the coachee more than one would think \u2013 just getting the problem \u201coff his chest\u201d often helps and relieves stress. Being less stressed, he may be able to come to grips with his personal predicament and deal with it better. However, coachee\u2019s entrenched beliefs on, say, religion and gender can be very challenging for the coach to deal with. Some deep-rooted beliefs may indicate pathology needing help from a trained therapist \u2013 far beyond the scope of performance coaching and the ability of the coach.<\/p>\n\n\n\n
Circle #4: Is the coachee\u2019s work environment conducive?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The last circle of influence is the coachee\u2019s work. Sometimes, people have told me that they are \u201cstuck\u201d in positions \u2013 say, \u201croutine\u201d software bug fixing and maintenance where there is really no scope for \u201clearning, enjoyment and fulfillment\u201d (you may like to read My Team is not motivated!!!<\/a> by my colleague Prasanna Moses on this). Most of us would agree that there is far less drudgery at work in today\u2019s knowledge-centric world than even just 30 years ago. We would also agree that there is no such thing as 100% \u201csexy\u201d work (unless of course, you are doing breakthrough work of your calling \u2013 say, in quantum computing). So, when coachees complain about their current work\/role and the lack of sexiness thereof, I ask them questions about what makes it boring, what they can do about it and so on \u2013 hopefully making them better aware of interesting possibilities in what they were doing. In some cases, people have hinted to me that they are considering quitting their \u201cboring\u201d job and looking for a reaction. Under such circumstances, to be fair to the coachee and to the coachee\u2019s employer (who is paying my fees!), I would say the best option is to ask the coachee questions exploring his rationale for leaving (without being judgmental on whether it is right or wrong) \u2013 like what does he think leaving the job will achieve, how will it get him closer to his goals, how is he sure that the same problems would not repeat themselves in the new organization and so on. The ultimate decision should be the coachee\u2019s based on introspection triggered by your questions. He may still choose to quit \u2013 but that is another matter! As far as you are concerned as a coach, you have played it fair & square. It is not unthinkable that you as the coach may actually agree with his rationale for seeking another job!<\/p>\n\n\n\n
A related aspect is also the organizational environment in which the coachee works \u2013 over & above his immediate work\/role discussed above. In sports coaching, the strong individual motivation is a given and the coachee has a great deal of control over what he can and cannot do to enhance his performance. The circumstances for software project managers are different. Their GROW model is in the context of an organization with its culture, policies, processes and so on. As a coach, I have encountered some real challenges here \u2013 the Project Manager may be aspiring to do something of value in his project but his line management and work environment may not be supportive. Some organizational policies can be insensitive to people and even draconian. In one software development organization, if project team members logged in less than 40 hours per week of approved work, there would be automatic cuts in their pay while the significant additional work needed at other times went scarcely noticed! How can one be expected to learn and enjoy their work in such an environment? In such cases, we do bring it up with the line management for addressing them and offer our help as well. To be honest, it worked sometimes and it did not in as many cases.<\/p>\n\n\n\n
In summary, as a practicing coach, you are bound to run into situations like the ones above which make you stop and ponder as to what extent theory can lead practice! You may need to introspect and think of newer ways of extending \u201ctheory\u201d or just use good old common sense and move on! At PM Power, we have the coaches\u2019 conclave where these situations are discussed to see how best to help the coachee considering all the circles of influence. It has significantly helped our coaches in specific situations and in honing their coaching skills in general.<\/p>\n\n\n\n
We invite you to share your coaching experiences (as a coach or a coachee) and we would be happy to share our perspectives which may be of help. You may reach us at info@pm-powerconsulting.com.<\/p>\n","post_title":"Journey of a coach - theory & practice (Part II)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-ii","to_ping":"","pinged":"","post_modified":"2024-01-29 10:54:32","post_modified_gmt":"2024-01-29 10:54:32","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1456","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1514,"post_author":"31","post_date":"2014-11-02 12:24:22","post_date_gmt":"2014-11-02 06:54:22","post_content":"\n
A speaker finishes a great speech \u2013 at least, HE thinks it is great! He then asks, \u201cAny questions?\u201d What does he expect? If I were him, I would expect the audience to demonstrate a level of understanding of what the speech was all about and ask meaningful questions - clarifying the ground covered and even extending from there.<\/p>\n\n\n\n
These are situations where one actually wants to be questioned to get a sense a satisfaction that the effort (the speech, in this case) has been worthwhile. But there are other situations where being questioned has a very negative connotation. It implies questioning the ability of the person being questioned or the work that he has done.<\/p>\n\n\n\n
The important thing is that the intent of questioning should be to seek understanding rather than putting down someone. Hence, even the tone of questioning is very important. Consider the difference between, \u201cWhy did you do THAT?\u201d and \u201cWhat are your reasons for doing THAT?\u201d<\/p>\n\n\n\n
The tone of the former question is judgmental while the same question asked differently demonstrates an openness and a neutral tone. The tone is important because it can either put people off & make them defensive or it can make them relaxed and explain their rationale for an idea or a course of action.<\/p>\n\n\n\n
From the above, it follows that there is a big difference between \u201cquestioning\u201d and \u201casking questions\u201d.<\/p>\n\n\n\n
$\"image\"$ <\/figure>\n\n\n\n
In the work context, a manager who adopts an approach of \u201casking questions\u201d enables an environment where his reportees apply their mind to the situation at hand and exercise their best judgment on the right course of action.<\/p>\n\n\n\n
The manager can use questions to expand the reportee\u2019s thinking and make him aware of aspects he may not have thought of (instead of just instructing him what to do).<\/p>\n\n\n\n
Hence asking questions contributes to the reportee\u2019s overall development and ability to deal with situations with minimal oversight. Equally important, it enables greater responsibility on the part of the reportee so that the implementation aspects of his suggestions are fully owned by him.<\/p>\n\n\n\n
Through this, the manager\u2019s time is also freed up from routine oversight functions to take up important but not urgent tasks.<\/p>\n\n\n\n
In a highly dynamic world, the approach of \u201casking questions\u201d is not just \u201ca nice to have\u201d but an imperative to empower people and ensure that the organization as a whole responds fast to changes in the environment.<\/p>\n\n\n\n
\u201cAsking questions\u201d is an essential part of the tool set of a coach who may be the line manager himself. You consciously adopt the approach for improving the \u201cawareness\u201d of the coachee and therefore, open his mind to his perceptions & other possibilities and take \u201cresponsibility\u201d for the options for actions that he chooses.<\/p>\n\n\n\n
Finally, adopting the approach of \u201casking questions\u201d needs a complementing skill which is ACTIVE listening. A coach cannot sustain a session of asking questions without actually listening well, understanding and re-phrasing of what the coachee says.<\/p>\n\n\n\n
As with most things in life, practice makes perfect \u2013 it takes time and experience to hone the approach of asking questions and the skill of active listening. But they can indeed be developed for individual and organizational benefit. The time to start is NOW!<\/p>\n","post_title":"Questioning and Asking Questions - what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"questioning-and-asking-questions-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:02","post_modified_gmt":"2024-01-29 10:55:02","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1514","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1448,"post_author":"31","post_date":"2014-11-02 06:59:09","post_date_gmt":"2014-11-02 01:29:09","post_content":"\n
This article is part of the series on \u201cJourney of a coach\u201d covering my experiences as a performance coach. You may have the read an earlier article in the series on \u201cJourney of a coach \u2013 the beginning\u201d<\/a>. The journey continues here...<\/p>\n\n\n\n
Yogi Berra, New York Yankees baseball player (arguably the best catcher of all time) said, \u201cIn theory, there is no difference between theory & practice. But in practice, there is!\u201d So, this article is about the theory & practice of coaching for performance \u2013 not baseball players but people managing software projects.<\/p>\n\n\n\n
In my context, the \u201ctheory\u201d was mostly \u201cCoaching for Performance\u201d by John Whitmore (by the way, there is another article of mine on Whitmore<\/a> if you are interested). The \u201cpractice\u201d was, of course, my actual experiences over the years.<\/p>\n\n\n\n
A caveat \u2013 I am not here to debunk theory and hail practice - as a cardiac surgeon might! I have a great deal of respect for Whitmore\u2019s book on Coaching for Performance. The book provided a solid reference and a practical guide for my work as a coach all these years.<\/p>\n\n\n\n
However, I do have my own \u201cinterpretations\u201d and \u201cextensions\u201d of the theory in actual practice which I wish to share. I will use the diagram below which shows the context for coaching.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
You can see the \u201ccircles of influence\u201d around the coachee which would have a bearing on coaching and its effectiveness. We will cover each of these circles with examples. Note that the coach\u2019s experience, beliefs and perceptions are also significant in the context in addition to his skills for coaching.<\/p>\n\n\n\n
Circle #1: Are all situations \u201ccoaching situations\u201d?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The first circle of influence is the coaching situation faced by the coachee at work. For example, it could be that he is recently promoted and finds gaining acceptance in his team a challenge.<\/p>\n\n\n\n
The question is whether all such work situations are amenable for coaching - whether you are the manager of the coachee or an external coach. If you follow the \u201ctheory\u201d (that is Whitmore), a coaching style can become the default management style of the entire organization for all occasions.<\/p>\n\n\n\n
In other words, all manager-reportee interactions can naturally follow the coaching style \u2013 the manager following the sequence of helping his reportee to identify the goal he is seeking to achieve, assess the current state of affairs, consider the available options to achieve the goal and making the commitment-making to make it happen.<\/p>\n\n\n\n
That is all very well, but what if you are a commando fighting a guerrilla war in a jungle and see a metal tube from the foliage pointing at you. Your commander (\u201cmanager\u201d) is not going to coach you through the situation, is he?<\/p>\n\n\n\n
There are also other equivalent (but less extreme) situations at work when time is of essence and all that the coachee needs is information or simple direction (like for example, how to balance staff loading in a project schedule).<\/p>\n\n\n\n
So, my interpretation of theory is that there is better pay-off of coaching in some situations than others. However, there are many, many work situations wherein the quality of work<\/b> or results<\/b> is very important, the learning<\/b> for the coachee very important and it is not an emergency<\/b>. Coaching is very relevant in those cases.<\/p>\n\n\n\n
Circle #2: Are people always receptive to coaching?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The next circle of influence is relating to how receptive people are to coaching even if their work situation was amenable for it.<\/p>\n\n\n\n
Are they motivated enough to become more aware<\/b> and take responsibility<\/b> by themselves and not just because their employer has enrolled them in a training & coaching program?<\/p>\n\n\n\n
Maslow\u2019s theory is that motivation is linked to the stage an individual is at in a hierarchy of needs (see diagram below from Whitmore\u2019s Coaching for Performance). Note that Whitmore has split Maslow\u2019s Esteem stage into two \u2013 Esteem from others and Self-esteem.<\/p>\n\n\n\n
At the stage of Esteem from others, one is looking \u201cexternal\u201d recognition and prestige as motivators. At the stage of Self-esteem, external motivators tend to become less important. More important is the need to make a difference and being empowered to do so enhancing self-esteem. This self-esteem stage is where coaching makes the biggest impact for personal growth.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
Source: Coaching for Performance by John Whitmore<\/i><\/p>\n\n\n\n
There are a few more \u201ccircles\u201d to cover which we will in Part II of the article.<\/p>\n\n\n\n
Till then...<\/p>\n","post_title":"Journey of a coach - theory & practice (Part I)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-i","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:34","post_modified_gmt":"2024-01-29 10:55:34","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1521,"post_author":"26","post_date":"2014-10-30 10:57:02","post_date_gmt":"2014-10-30 05:27:02","post_content":"\n
$\"Network_whenhow2\"$ <\/a><\/figure>\n\n\n\n
One is never without a network and if you are reading this - it may be more to know how to grow it and\/or to overcome obstacles, often due to one's level comfort with so called \"networking\".<\/p>\n\n\n\n
If you look at how you:<\/p>\n\n\n\n
\n
got the opportunity to work in your current position<\/li>\n\n\n\n
got into your college\/school<\/li>\n\n\n\n
got your house on rent or bought your apartment<\/li>\n<\/ul>\n\n\n\n
you will see that a network - formal, informal or virtual (internet based) was at play.<\/p>\n\n\n\n
I will focus on growing your professional network and a few simple steps for it and not delve into specifics of social media, as all of you would be familiar with it.<\/p>\n\n\n\n
First, start with your existing network - which will be your current and past colleagues, your college and school alumni, friends and family. See that you stay in touch with them, by meeting them up or electronically, if you are not in touch start right away. Sending greetings for important occasions, festivals and events is a good way to start. Make it a point to call a few of them over the commute\/ weekends and work on the complete list slowly and steadily, start at top the list again once you complete it.<\/p>\n\n\n\n
What if you need to ask for a reference or a favor from a person with whom you are not in regular touch. The best way to is to be honest, there is no point in coming up with a phony reason to get in touch with them and ask for what you want. Your honesty will be appreciated, after that do thank them and make an effort to stay in touch with them. See that your nurture this set of contacts where you have already made a start.<\/p>\n\n\n\n
Once, when I was looking out for a job using my network, I made it a point to call and thank all those who forwarded my resume to their contacts and I sent a book as a gift to thank all those contacts whose help took me to the interview stage. I did it without any motive and what amazed me was the warmth from these contacts in all my future interactions.<\/p>\n\n\n\n
Second area to focus on are the professional events - there will be events where your technical or managerial domain will be the focus. You may be sponsored\/encouraged by your organizations to attend them, do not let is pass citing an excuse of being busy. Do make time to attend a few of them. If you find that you do not have this opportunity then see that you find such events and enroll yourself.<\/p>\n\n\n\n
In my experience these events certainly help you make a few contacts, you will always find a few persons whom you will find interesting and knowledgeable and connect effortlessly. The key is to nurture this - see that you follow-up with a mail and\/or a call.<\/p>\n\n\n\n
If you are the type who feels inhibited to make an opening, then do not worry. I was advised by one of my mentors to just listen and not worry about talking and enjoy being there. If you listen and observe intently you will find yourself talking soon. Your focus on the interactions and not on your perceived ability, does the trick. Try it a couple of times and see for yourself.<\/p>\n\n\n\n
Lastly, for anything to succeed one has to have the desire, then comes the effort and discipline for achieving it. A small progress or a step with positive result, is the best encouragement for you to strive towards your goals. Do ponder on your actions and results to stay focused on continuing to do this.<\/p>\n\n\n\n
One related question I hear from many of my coachees is \"visibility\" within the organization. More on that in a later post.<\/p>\n","post_title":"Networking - when and how to begin?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"networking-when-and-how-to-begin","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:58","post_modified_gmt":"2024-01-29 14:50:58","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1521","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1517,"post_author":"30","post_date":"2014-10-29 09:30:26","post_date_gmt":"2014-10-29 04:00:26","post_content":"\n
$\"sell-it\"$ <\/a><\/figure>\n\n\n\n
As a child, I used to come up with various ideas for almost anything, and ask for Rs. 1000\/- per idea. Being a child, nobody would want to pay money, that too a thousand Rupees \u2013 but, I would get something else as an appreciation for my efforts. A toffee, a cone ice cream etc.<\/p>\n\n\n\n
Further on, when I used to be active in small groups, selling was more of ideas and to get the team to converge on something, that the group can take as an action.<\/p>\n\n\n\n
As a team leader, I needed to sell the vision of the project to the team, to get everybody\u2019s buy in.<\/p>\n\n\n\n
More recently, I have been in contact with many aspiring and active entrepreneurs. Selling is something that they do with every breath.<\/p>\n\n\n\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 10 of 12 Previous 1 … 9 10 11 12 Next

\n
A good leader is one who has high self awareness, self-regulation, self-motivation and empathy through which he\/she can sense and respond differently, in a conscious way, to different situations & different people.<\/p>\n\n\n\n
However, to be a good Leader, coaching way of management style should be the most natural approach and command & control should be the exception.<\/p>\n","post_title":"Coaching vs Command & Control style of Management","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"coaching-vs-command-control-style-of-management","to_ping":"","pinged":"","post_modified":"2024-01-29 15:34:20","post_modified_gmt":"2024-01-29 15:34:20","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1519","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1456,"post_author":"31","post_date":"2014-11-09 12:15:37","post_date_gmt":"2014-11-09 06:45:37","post_content":"\n
In an earlier article \u201cJourney of a coach \u2013 theory & practice (Part I)<\/a>, we introduced the \u201ccircles of influence\u201d which form the context (see diagram below) for coaching process.<\/p>\n\n\n\n
$\"image\"$ <\/a> The circles in the diagram above have a significant bearing on coaching effectiveness and need to be addressed by the coach using the theory of coaching (such as Whitmore\u2019s book on \u201cCoaching for Performance\u201d). In the case of some circles, the theory may \u201cend\u201d at some point and the coach will have \u201cinterpret\u201d and \u201cextend\u201d it for the specific coachee situation at hand.<\/p>\n\n\n\n
We covered the following in Part I of this article:<\/p>\n\n\n\n
\u00b7 Circle #1: Are all situations \u201ccoaching situations\u201d?<\/p>\n\n\n\n
\u00b7 Circle #2: Are people always receptive to coaching?<\/p>\n\n\n\n
In this Part II, we will cover the two remaining circles.<\/p>\n\n\n\n
Circle #3: Are coaches sometimes helpless?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
Circle #3 above regarding \u201cbeliefs, perceptions and personal circumstances\u201d can actually be quite a hard shell hindering coaching progress. But it is often an invisible hard shell because people will share only so much of their innermost beliefs and personal circumstances even though they are impacting their work performance. Coaches make chance discoveries of this shell in the Reality check part (that is, the current state of affairs that needs to improve to meet the Goal) of the Goal-Reality-Options-Will (GROW) model of Whitmore. Here are examples:<\/p>\n\n\n\n
\u00b7 A coachee once candidly admitted that he was himself the reason for his declining performance at work. The reason was that his family was going through his sister\u2019s painful divorce in the US and her life coming back to India. He just could not go about work as usual<\/p>\n\n\n\n
\u00b7 A second coachee had a lot of issues with his manager. He felt that the manager\u2019s lack of domain knowledge resulted in his not realizing & recognizing the value of the coachee\u2019s work. In addition, the coachee seemed to indicate that lack of recognition of his work had to do with his belonging to a minority religious community in India<\/p>\n\n\n\n
\u00b7 Yet another coachee told my colleague (also a Performance Coach) that her problems arose because her boss was an inveterate woman-hater<\/p>\n\n\n\n
These are situations of tight-rope walking for a performance coach! In situations of personal crisis, the coach may only help by sympathetic and patient listening. This may help the coachee more than one would think \u2013 just getting the problem \u201coff his chest\u201d often helps and relieves stress. Being less stressed, he may be able to come to grips with his personal predicament and deal with it better. However, coachee\u2019s entrenched beliefs on, say, religion and gender can be very challenging for the coach to deal with. Some deep-rooted beliefs may indicate pathology needing help from a trained therapist \u2013 far beyond the scope of performance coaching and the ability of the coach.<\/p>\n\n\n\n
Circle #4: Is the coachee\u2019s work environment conducive?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The last circle of influence is the coachee\u2019s work. Sometimes, people have told me that they are \u201cstuck\u201d in positions \u2013 say, \u201croutine\u201d software bug fixing and maintenance where there is really no scope for \u201clearning, enjoyment and fulfillment\u201d (you may like to read My Team is not motivated!!!<\/a> by my colleague Prasanna Moses on this). Most of us would agree that there is far less drudgery at work in today\u2019s knowledge-centric world than even just 30 years ago. We would also agree that there is no such thing as 100% \u201csexy\u201d work (unless of course, you are doing breakthrough work of your calling \u2013 say, in quantum computing). So, when coachees complain about their current work\/role and the lack of sexiness thereof, I ask them questions about what makes it boring, what they can do about it and so on \u2013 hopefully making them better aware of interesting possibilities in what they were doing. In some cases, people have hinted to me that they are considering quitting their \u201cboring\u201d job and looking for a reaction. Under such circumstances, to be fair to the coachee and to the coachee\u2019s employer (who is paying my fees!), I would say the best option is to ask the coachee questions exploring his rationale for leaving (without being judgmental on whether it is right or wrong) \u2013 like what does he think leaving the job will achieve, how will it get him closer to his goals, how is he sure that the same problems would not repeat themselves in the new organization and so on. The ultimate decision should be the coachee\u2019s based on introspection triggered by your questions. He may still choose to quit \u2013 but that is another matter! As far as you are concerned as a coach, you have played it fair & square. It is not unthinkable that you as the coach may actually agree with his rationale for seeking another job!<\/p>\n\n\n\n
A related aspect is also the organizational environment in which the coachee works \u2013 over & above his immediate work\/role discussed above. In sports coaching, the strong individual motivation is a given and the coachee has a great deal of control over what he can and cannot do to enhance his performance. The circumstances for software project managers are different. Their GROW model is in the context of an organization with its culture, policies, processes and so on. As a coach, I have encountered some real challenges here \u2013 the Project Manager may be aspiring to do something of value in his project but his line management and work environment may not be supportive. Some organizational policies can be insensitive to people and even draconian. In one software development organization, if project team members logged in less than 40 hours per week of approved work, there would be automatic cuts in their pay while the significant additional work needed at other times went scarcely noticed! How can one be expected to learn and enjoy their work in such an environment? In such cases, we do bring it up with the line management for addressing them and offer our help as well. To be honest, it worked sometimes and it did not in as many cases.<\/p>\n\n\n\n
In summary, as a practicing coach, you are bound to run into situations like the ones above which make you stop and ponder as to what extent theory can lead practice! You may need to introspect and think of newer ways of extending \u201ctheory\u201d or just use good old common sense and move on! At PM Power, we have the coaches\u2019 conclave where these situations are discussed to see how best to help the coachee considering all the circles of influence. It has significantly helped our coaches in specific situations and in honing their coaching skills in general.<\/p>\n\n\n\n
We invite you to share your coaching experiences (as a coach or a coachee) and we would be happy to share our perspectives which may be of help. You may reach us at info@pm-powerconsulting.com.<\/p>\n","post_title":"Journey of a coach - theory & practice (Part II)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-ii","to_ping":"","pinged":"","post_modified":"2024-01-29 10:54:32","post_modified_gmt":"2024-01-29 10:54:32","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1456","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1514,"post_author":"31","post_date":"2014-11-02 12:24:22","post_date_gmt":"2014-11-02 06:54:22","post_content":"\n
A speaker finishes a great speech \u2013 at least, HE thinks it is great! He then asks, \u201cAny questions?\u201d What does he expect? If I were him, I would expect the audience to demonstrate a level of understanding of what the speech was all about and ask meaningful questions - clarifying the ground covered and even extending from there.<\/p>\n\n\n\n
These are situations where one actually wants to be questioned to get a sense a satisfaction that the effort (the speech, in this case) has been worthwhile. But there are other situations where being questioned has a very negative connotation. It implies questioning the ability of the person being questioned or the work that he has done.<\/p>\n\n\n\n
The important thing is that the intent of questioning should be to seek understanding rather than putting down someone. Hence, even the tone of questioning is very important. Consider the difference between, \u201cWhy did you do THAT?\u201d and \u201cWhat are your reasons for doing THAT?\u201d<\/p>\n\n\n\n
The tone of the former question is judgmental while the same question asked differently demonstrates an openness and a neutral tone. The tone is important because it can either put people off & make them defensive or it can make them relaxed and explain their rationale for an idea or a course of action.<\/p>\n\n\n\n
From the above, it follows that there is a big difference between \u201cquestioning\u201d and \u201casking questions\u201d.<\/p>\n\n\n\n
$\"image\"$ <\/figure>\n\n\n\n
In the work context, a manager who adopts an approach of \u201casking questions\u201d enables an environment where his reportees apply their mind to the situation at hand and exercise their best judgment on the right course of action.<\/p>\n\n\n\n
The manager can use questions to expand the reportee\u2019s thinking and make him aware of aspects he may not have thought of (instead of just instructing him what to do).<\/p>\n\n\n\n
Hence asking questions contributes to the reportee\u2019s overall development and ability to deal with situations with minimal oversight. Equally important, it enables greater responsibility on the part of the reportee so that the implementation aspects of his suggestions are fully owned by him.<\/p>\n\n\n\n
Through this, the manager\u2019s time is also freed up from routine oversight functions to take up important but not urgent tasks.<\/p>\n\n\n\n
In a highly dynamic world, the approach of \u201casking questions\u201d is not just \u201ca nice to have\u201d but an imperative to empower people and ensure that the organization as a whole responds fast to changes in the environment.<\/p>\n\n\n\n
\u201cAsking questions\u201d is an essential part of the tool set of a coach who may be the line manager himself. You consciously adopt the approach for improving the \u201cawareness\u201d of the coachee and therefore, open his mind to his perceptions & other possibilities and take \u201cresponsibility\u201d for the options for actions that he chooses.<\/p>\n\n\n\n
Finally, adopting the approach of \u201casking questions\u201d needs a complementing skill which is ACTIVE listening. A coach cannot sustain a session of asking questions without actually listening well, understanding and re-phrasing of what the coachee says.<\/p>\n\n\n\n
As with most things in life, practice makes perfect \u2013 it takes time and experience to hone the approach of asking questions and the skill of active listening. But they can indeed be developed for individual and organizational benefit. The time to start is NOW!<\/p>\n","post_title":"Questioning and Asking Questions - what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"questioning-and-asking-questions-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:02","post_modified_gmt":"2024-01-29 10:55:02","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1514","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1448,"post_author":"31","post_date":"2014-11-02 06:59:09","post_date_gmt":"2014-11-02 01:29:09","post_content":"\n
This article is part of the series on \u201cJourney of a coach\u201d covering my experiences as a performance coach. You may have the read an earlier article in the series on \u201cJourney of a coach \u2013 the beginning\u201d<\/a>. The journey continues here...<\/p>\n\n\n\n
Yogi Berra, New York Yankees baseball player (arguably the best catcher of all time) said, \u201cIn theory, there is no difference between theory & practice. But in practice, there is!\u201d So, this article is about the theory & practice of coaching for performance \u2013 not baseball players but people managing software projects.<\/p>\n\n\n\n
In my context, the \u201ctheory\u201d was mostly \u201cCoaching for Performance\u201d by John Whitmore (by the way, there is another article of mine on Whitmore<\/a> if you are interested). The \u201cpractice\u201d was, of course, my actual experiences over the years.<\/p>\n\n\n\n
A caveat \u2013 I am not here to debunk theory and hail practice - as a cardiac surgeon might! I have a great deal of respect for Whitmore\u2019s book on Coaching for Performance. The book provided a solid reference and a practical guide for my work as a coach all these years.<\/p>\n\n\n\n
However, I do have my own \u201cinterpretations\u201d and \u201cextensions\u201d of the theory in actual practice which I wish to share. I will use the diagram below which shows the context for coaching.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
You can see the \u201ccircles of influence\u201d around the coachee which would have a bearing on coaching and its effectiveness. We will cover each of these circles with examples. Note that the coach\u2019s experience, beliefs and perceptions are also significant in the context in addition to his skills for coaching.<\/p>\n\n\n\n
Circle #1: Are all situations \u201ccoaching situations\u201d?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The first circle of influence is the coaching situation faced by the coachee at work. For example, it could be that he is recently promoted and finds gaining acceptance in his team a challenge.<\/p>\n\n\n\n
The question is whether all such work situations are amenable for coaching - whether you are the manager of the coachee or an external coach. If you follow the \u201ctheory\u201d (that is Whitmore), a coaching style can become the default management style of the entire organization for all occasions.<\/p>\n\n\n\n
In other words, all manager-reportee interactions can naturally follow the coaching style \u2013 the manager following the sequence of helping his reportee to identify the goal he is seeking to achieve, assess the current state of affairs, consider the available options to achieve the goal and making the commitment-making to make it happen.<\/p>\n\n\n\n
That is all very well, but what if you are a commando fighting a guerrilla war in a jungle and see a metal tube from the foliage pointing at you. Your commander (\u201cmanager\u201d) is not going to coach you through the situation, is he?<\/p>\n\n\n\n
There are also other equivalent (but less extreme) situations at work when time is of essence and all that the coachee needs is information or simple direction (like for example, how to balance staff loading in a project schedule).<\/p>\n\n\n\n
So, my interpretation of theory is that there is better pay-off of coaching in some situations than others. However, there are many, many work situations wherein the quality of work<\/b> or results<\/b> is very important, the learning<\/b> for the coachee very important and it is not an emergency<\/b>. Coaching is very relevant in those cases.<\/p>\n\n\n\n
Circle #2: Are people always receptive to coaching?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The next circle of influence is relating to how receptive people are to coaching even if their work situation was amenable for it.<\/p>\n\n\n\n
Are they motivated enough to become more aware<\/b> and take responsibility<\/b> by themselves and not just because their employer has enrolled them in a training & coaching program?<\/p>\n\n\n\n
Maslow\u2019s theory is that motivation is linked to the stage an individual is at in a hierarchy of needs (see diagram below from Whitmore\u2019s Coaching for Performance). Note that Whitmore has split Maslow\u2019s Esteem stage into two \u2013 Esteem from others and Self-esteem.<\/p>\n\n\n\n
At the stage of Esteem from others, one is looking \u201cexternal\u201d recognition and prestige as motivators. At the stage of Self-esteem, external motivators tend to become less important. More important is the need to make a difference and being empowered to do so enhancing self-esteem. This self-esteem stage is where coaching makes the biggest impact for personal growth.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
Source: Coaching for Performance by John Whitmore<\/i><\/p>\n\n\n\n
There are a few more \u201ccircles\u201d to cover which we will in Part II of the article.<\/p>\n\n\n\n
Till then...<\/p>\n","post_title":"Journey of a coach - theory & practice (Part I)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-i","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:34","post_modified_gmt":"2024-01-29 10:55:34","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1521,"post_author":"26","post_date":"2014-10-30 10:57:02","post_date_gmt":"2014-10-30 05:27:02","post_content":"\n
$\"Network_whenhow2\"$ <\/a><\/figure>\n\n\n\n
One is never without a network and if you are reading this - it may be more to know how to grow it and\/or to overcome obstacles, often due to one's level comfort with so called \"networking\".<\/p>\n\n\n\n
If you look at how you:<\/p>\n\n\n\n
\n
got the opportunity to work in your current position<\/li>\n\n\n\n
got into your college\/school<\/li>\n\n\n\n
got your house on rent or bought your apartment<\/li>\n<\/ul>\n\n\n\n
you will see that a network - formal, informal or virtual (internet based) was at play.<\/p>\n\n\n\n
I will focus on growing your professional network and a few simple steps for it and not delve into specifics of social media, as all of you would be familiar with it.<\/p>\n\n\n\n
First, start with your existing network - which will be your current and past colleagues, your college and school alumni, friends and family. See that you stay in touch with them, by meeting them up or electronically, if you are not in touch start right away. Sending greetings for important occasions, festivals and events is a good way to start. Make it a point to call a few of them over the commute\/ weekends and work on the complete list slowly and steadily, start at top the list again once you complete it.<\/p>\n\n\n\n
What if you need to ask for a reference or a favor from a person with whom you are not in regular touch. The best way to is to be honest, there is no point in coming up with a phony reason to get in touch with them and ask for what you want. Your honesty will be appreciated, after that do thank them and make an effort to stay in touch with them. See that your nurture this set of contacts where you have already made a start.<\/p>\n\n\n\n
Once, when I was looking out for a job using my network, I made it a point to call and thank all those who forwarded my resume to their contacts and I sent a book as a gift to thank all those contacts whose help took me to the interview stage. I did it without any motive and what amazed me was the warmth from these contacts in all my future interactions.<\/p>\n\n\n\n
Second area to focus on are the professional events - there will be events where your technical or managerial domain will be the focus. You may be sponsored\/encouraged by your organizations to attend them, do not let is pass citing an excuse of being busy. Do make time to attend a few of them. If you find that you do not have this opportunity then see that you find such events and enroll yourself.<\/p>\n\n\n\n
In my experience these events certainly help you make a few contacts, you will always find a few persons whom you will find interesting and knowledgeable and connect effortlessly. The key is to nurture this - see that you follow-up with a mail and\/or a call.<\/p>\n\n\n\n
If you are the type who feels inhibited to make an opening, then do not worry. I was advised by one of my mentors to just listen and not worry about talking and enjoy being there. If you listen and observe intently you will find yourself talking soon. Your focus on the interactions and not on your perceived ability, does the trick. Try it a couple of times and see for yourself.<\/p>\n\n\n\n
Lastly, for anything to succeed one has to have the desire, then comes the effort and discipline for achieving it. A small progress or a step with positive result, is the best encouragement for you to strive towards your goals. Do ponder on your actions and results to stay focused on continuing to do this.<\/p>\n\n\n\n
One related question I hear from many of my coachees is \"visibility\" within the organization. More on that in a later post.<\/p>\n","post_title":"Networking - when and how to begin?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"networking-when-and-how-to-begin","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:58","post_modified_gmt":"2024-01-29 14:50:58","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1521","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1517,"post_author":"30","post_date":"2014-10-29 09:30:26","post_date_gmt":"2014-10-29 04:00:26","post_content":"\n
$\"sell-it\"$ <\/a><\/figure>\n\n\n\n
As a child, I used to come up with various ideas for almost anything, and ask for Rs. 1000\/- per idea. Being a child, nobody would want to pay money, that too a thousand Rupees \u2013 but, I would get something else as an appreciation for my efforts. A toffee, a cone ice cream etc.<\/p>\n\n\n\n
Further on, when I used to be active in small groups, selling was more of ideas and to get the team to converge on something, that the group can take as an action.<\/p>\n\n\n\n
As a team leader, I needed to sell the vision of the project to the team, to get everybody\u2019s buy in.<\/p>\n\n\n\n
More recently, I have been in contact with many aspiring and active entrepreneurs. Selling is something that they do with every breath.<\/p>\n\n\n\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 10 of 12 Previous 1 … 9 10 11 12 Next

\n
Having said that, there are situations where Managers need to use command & control approaches. For example, in a fire fighting situation where extremely quick response in needed. There will be a need for different approaches for different team members \u2013 someone may need more directive input & constant oversight and someone may need a lot of freedom.<\/p>\n\n\n\n
A good leader is one who has high self awareness, self-regulation, self-motivation and empathy through which he\/she can sense and respond differently, in a conscious way, to different situations & different people.<\/p>\n\n\n\n
However, to be a good Leader, coaching way of management style should be the most natural approach and command & control should be the exception.<\/p>\n","post_title":"Coaching vs Command & Control style of Management","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"coaching-vs-command-control-style-of-management","to_ping":"","pinged":"","post_modified":"2024-01-29 15:34:20","post_modified_gmt":"2024-01-29 15:34:20","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1519","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1456,"post_author":"31","post_date":"2014-11-09 12:15:37","post_date_gmt":"2014-11-09 06:45:37","post_content":"\n
In an earlier article \u201cJourney of a coach \u2013 theory & practice (Part I)<\/a>, we introduced the \u201ccircles of influence\u201d which form the context (see diagram below) for coaching process.<\/p>\n\n\n\n
$\"image\"$ <\/a> The circles in the diagram above have a significant bearing on coaching effectiveness and need to be addressed by the coach using the theory of coaching (such as Whitmore\u2019s book on \u201cCoaching for Performance\u201d). In the case of some circles, the theory may \u201cend\u201d at some point and the coach will have \u201cinterpret\u201d and \u201cextend\u201d it for the specific coachee situation at hand.<\/p>\n\n\n\n
We covered the following in Part I of this article:<\/p>\n\n\n\n
\u00b7 Circle #1: Are all situations \u201ccoaching situations\u201d?<\/p>\n\n\n\n
\u00b7 Circle #2: Are people always receptive to coaching?<\/p>\n\n\n\n
In this Part II, we will cover the two remaining circles.<\/p>\n\n\n\n
Circle #3: Are coaches sometimes helpless?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
Circle #3 above regarding \u201cbeliefs, perceptions and personal circumstances\u201d can actually be quite a hard shell hindering coaching progress. But it is often an invisible hard shell because people will share only so much of their innermost beliefs and personal circumstances even though they are impacting their work performance. Coaches make chance discoveries of this shell in the Reality check part (that is, the current state of affairs that needs to improve to meet the Goal) of the Goal-Reality-Options-Will (GROW) model of Whitmore. Here are examples:<\/p>\n\n\n\n
\u00b7 A coachee once candidly admitted that he was himself the reason for his declining performance at work. The reason was that his family was going through his sister\u2019s painful divorce in the US and her life coming back to India. He just could not go about work as usual<\/p>\n\n\n\n
\u00b7 A second coachee had a lot of issues with his manager. He felt that the manager\u2019s lack of domain knowledge resulted in his not realizing & recognizing the value of the coachee\u2019s work. In addition, the coachee seemed to indicate that lack of recognition of his work had to do with his belonging to a minority religious community in India<\/p>\n\n\n\n
\u00b7 Yet another coachee told my colleague (also a Performance Coach) that her problems arose because her boss was an inveterate woman-hater<\/p>\n\n\n\n
These are situations of tight-rope walking for a performance coach! In situations of personal crisis, the coach may only help by sympathetic and patient listening. This may help the coachee more than one would think \u2013 just getting the problem \u201coff his chest\u201d often helps and relieves stress. Being less stressed, he may be able to come to grips with his personal predicament and deal with it better. However, coachee\u2019s entrenched beliefs on, say, religion and gender can be very challenging for the coach to deal with. Some deep-rooted beliefs may indicate pathology needing help from a trained therapist \u2013 far beyond the scope of performance coaching and the ability of the coach.<\/p>\n\n\n\n
Circle #4: Is the coachee\u2019s work environment conducive?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The last circle of influence is the coachee\u2019s work. Sometimes, people have told me that they are \u201cstuck\u201d in positions \u2013 say, \u201croutine\u201d software bug fixing and maintenance where there is really no scope for \u201clearning, enjoyment and fulfillment\u201d (you may like to read My Team is not motivated!!!<\/a> by my colleague Prasanna Moses on this). Most of us would agree that there is far less drudgery at work in today\u2019s knowledge-centric world than even just 30 years ago. We would also agree that there is no such thing as 100% \u201csexy\u201d work (unless of course, you are doing breakthrough work of your calling \u2013 say, in quantum computing). So, when coachees complain about their current work\/role and the lack of sexiness thereof, I ask them questions about what makes it boring, what they can do about it and so on \u2013 hopefully making them better aware of interesting possibilities in what they were doing. In some cases, people have hinted to me that they are considering quitting their \u201cboring\u201d job and looking for a reaction. Under such circumstances, to be fair to the coachee and to the coachee\u2019s employer (who is paying my fees!), I would say the best option is to ask the coachee questions exploring his rationale for leaving (without being judgmental on whether it is right or wrong) \u2013 like what does he think leaving the job will achieve, how will it get him closer to his goals, how is he sure that the same problems would not repeat themselves in the new organization and so on. The ultimate decision should be the coachee\u2019s based on introspection triggered by your questions. He may still choose to quit \u2013 but that is another matter! As far as you are concerned as a coach, you have played it fair & square. It is not unthinkable that you as the coach may actually agree with his rationale for seeking another job!<\/p>\n\n\n\n
A related aspect is also the organizational environment in which the coachee works \u2013 over & above his immediate work\/role discussed above. In sports coaching, the strong individual motivation is a given and the coachee has a great deal of control over what he can and cannot do to enhance his performance. The circumstances for software project managers are different. Their GROW model is in the context of an organization with its culture, policies, processes and so on. As a coach, I have encountered some real challenges here \u2013 the Project Manager may be aspiring to do something of value in his project but his line management and work environment may not be supportive. Some organizational policies can be insensitive to people and even draconian. In one software development organization, if project team members logged in less than 40 hours per week of approved work, there would be automatic cuts in their pay while the significant additional work needed at other times went scarcely noticed! How can one be expected to learn and enjoy their work in such an environment? In such cases, we do bring it up with the line management for addressing them and offer our help as well. To be honest, it worked sometimes and it did not in as many cases.<\/p>\n\n\n\n
In summary, as a practicing coach, you are bound to run into situations like the ones above which make you stop and ponder as to what extent theory can lead practice! You may need to introspect and think of newer ways of extending \u201ctheory\u201d or just use good old common sense and move on! At PM Power, we have the coaches\u2019 conclave where these situations are discussed to see how best to help the coachee considering all the circles of influence. It has significantly helped our coaches in specific situations and in honing their coaching skills in general.<\/p>\n\n\n\n
We invite you to share your coaching experiences (as a coach or a coachee) and we would be happy to share our perspectives which may be of help. You may reach us at info@pm-powerconsulting.com.<\/p>\n","post_title":"Journey of a coach - theory & practice (Part II)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-ii","to_ping":"","pinged":"","post_modified":"2024-01-29 10:54:32","post_modified_gmt":"2024-01-29 10:54:32","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1456","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1514,"post_author":"31","post_date":"2014-11-02 12:24:22","post_date_gmt":"2014-11-02 06:54:22","post_content":"\n
A speaker finishes a great speech \u2013 at least, HE thinks it is great! He then asks, \u201cAny questions?\u201d What does he expect? If I were him, I would expect the audience to demonstrate a level of understanding of what the speech was all about and ask meaningful questions - clarifying the ground covered and even extending from there.<\/p>\n\n\n\n
These are situations where one actually wants to be questioned to get a sense a satisfaction that the effort (the speech, in this case) has been worthwhile. But there are other situations where being questioned has a very negative connotation. It implies questioning the ability of the person being questioned or the work that he has done.<\/p>\n\n\n\n
The important thing is that the intent of questioning should be to seek understanding rather than putting down someone. Hence, even the tone of questioning is very important. Consider the difference between, \u201cWhy did you do THAT?\u201d and \u201cWhat are your reasons for doing THAT?\u201d<\/p>\n\n\n\n
The tone of the former question is judgmental while the same question asked differently demonstrates an openness and a neutral tone. The tone is important because it can either put people off & make them defensive or it can make them relaxed and explain their rationale for an idea or a course of action.<\/p>\n\n\n\n
From the above, it follows that there is a big difference between \u201cquestioning\u201d and \u201casking questions\u201d.<\/p>\n\n\n\n
$\"image\"$ <\/figure>\n\n\n\n
In the work context, a manager who adopts an approach of \u201casking questions\u201d enables an environment where his reportees apply their mind to the situation at hand and exercise their best judgment on the right course of action.<\/p>\n\n\n\n
The manager can use questions to expand the reportee\u2019s thinking and make him aware of aspects he may not have thought of (instead of just instructing him what to do).<\/p>\n\n\n\n
Hence asking questions contributes to the reportee\u2019s overall development and ability to deal with situations with minimal oversight. Equally important, it enables greater responsibility on the part of the reportee so that the implementation aspects of his suggestions are fully owned by him.<\/p>\n\n\n\n
Through this, the manager\u2019s time is also freed up from routine oversight functions to take up important but not urgent tasks.<\/p>\n\n\n\n
In a highly dynamic world, the approach of \u201casking questions\u201d is not just \u201ca nice to have\u201d but an imperative to empower people and ensure that the organization as a whole responds fast to changes in the environment.<\/p>\n\n\n\n
\u201cAsking questions\u201d is an essential part of the tool set of a coach who may be the line manager himself. You consciously adopt the approach for improving the \u201cawareness\u201d of the coachee and therefore, open his mind to his perceptions & other possibilities and take \u201cresponsibility\u201d for the options for actions that he chooses.<\/p>\n\n\n\n
Finally, adopting the approach of \u201casking questions\u201d needs a complementing skill which is ACTIVE listening. A coach cannot sustain a session of asking questions without actually listening well, understanding and re-phrasing of what the coachee says.<\/p>\n\n\n\n
As with most things in life, practice makes perfect \u2013 it takes time and experience to hone the approach of asking questions and the skill of active listening. But they can indeed be developed for individual and organizational benefit. The time to start is NOW!<\/p>\n","post_title":"Questioning and Asking Questions - what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"questioning-and-asking-questions-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:02","post_modified_gmt":"2024-01-29 10:55:02","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1514","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1448,"post_author":"31","post_date":"2014-11-02 06:59:09","post_date_gmt":"2014-11-02 01:29:09","post_content":"\n
This article is part of the series on \u201cJourney of a coach\u201d covering my experiences as a performance coach. You may have the read an earlier article in the series on \u201cJourney of a coach \u2013 the beginning\u201d<\/a>. The journey continues here...<\/p>\n\n\n\n
Yogi Berra, New York Yankees baseball player (arguably the best catcher of all time) said, \u201cIn theory, there is no difference between theory & practice. But in practice, there is!\u201d So, this article is about the theory & practice of coaching for performance \u2013 not baseball players but people managing software projects.<\/p>\n\n\n\n
In my context, the \u201ctheory\u201d was mostly \u201cCoaching for Performance\u201d by John Whitmore (by the way, there is another article of mine on Whitmore<\/a> if you are interested). The \u201cpractice\u201d was, of course, my actual experiences over the years.<\/p>\n\n\n\n
A caveat \u2013 I am not here to debunk theory and hail practice - as a cardiac surgeon might! I have a great deal of respect for Whitmore\u2019s book on Coaching for Performance. The book provided a solid reference and a practical guide for my work as a coach all these years.<\/p>\n\n\n\n
However, I do have my own \u201cinterpretations\u201d and \u201cextensions\u201d of the theory in actual practice which I wish to share. I will use the diagram below which shows the context for coaching.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
You can see the \u201ccircles of influence\u201d around the coachee which would have a bearing on coaching and its effectiveness. We will cover each of these circles with examples. Note that the coach\u2019s experience, beliefs and perceptions are also significant in the context in addition to his skills for coaching.<\/p>\n\n\n\n
Circle #1: Are all situations \u201ccoaching situations\u201d?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The first circle of influence is the coaching situation faced by the coachee at work. For example, it could be that he is recently promoted and finds gaining acceptance in his team a challenge.<\/p>\n\n\n\n
The question is whether all such work situations are amenable for coaching - whether you are the manager of the coachee or an external coach. If you follow the \u201ctheory\u201d (that is Whitmore), a coaching style can become the default management style of the entire organization for all occasions.<\/p>\n\n\n\n
In other words, all manager-reportee interactions can naturally follow the coaching style \u2013 the manager following the sequence of helping his reportee to identify the goal he is seeking to achieve, assess the current state of affairs, consider the available options to achieve the goal and making the commitment-making to make it happen.<\/p>\n\n\n\n
That is all very well, but what if you are a commando fighting a guerrilla war in a jungle and see a metal tube from the foliage pointing at you. Your commander (\u201cmanager\u201d) is not going to coach you through the situation, is he?<\/p>\n\n\n\n
There are also other equivalent (but less extreme) situations at work when time is of essence and all that the coachee needs is information or simple direction (like for example, how to balance staff loading in a project schedule).<\/p>\n\n\n\n
So, my interpretation of theory is that there is better pay-off of coaching in some situations than others. However, there are many, many work situations wherein the quality of work<\/b> or results<\/b> is very important, the learning<\/b> for the coachee very important and it is not an emergency<\/b>. Coaching is very relevant in those cases.<\/p>\n\n\n\n
Circle #2: Are people always receptive to coaching?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The next circle of influence is relating to how receptive people are to coaching even if their work situation was amenable for it.<\/p>\n\n\n\n
Are they motivated enough to become more aware<\/b> and take responsibility<\/b> by themselves and not just because their employer has enrolled them in a training & coaching program?<\/p>\n\n\n\n
Maslow\u2019s theory is that motivation is linked to the stage an individual is at in a hierarchy of needs (see diagram below from Whitmore\u2019s Coaching for Performance). Note that Whitmore has split Maslow\u2019s Esteem stage into two \u2013 Esteem from others and Self-esteem.<\/p>\n\n\n\n
At the stage of Esteem from others, one is looking \u201cexternal\u201d recognition and prestige as motivators. At the stage of Self-esteem, external motivators tend to become less important. More important is the need to make a difference and being empowered to do so enhancing self-esteem. This self-esteem stage is where coaching makes the biggest impact for personal growth.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
Source: Coaching for Performance by John Whitmore<\/i><\/p>\n\n\n\n
There are a few more \u201ccircles\u201d to cover which we will in Part II of the article.<\/p>\n\n\n\n
Till then...<\/p>\n","post_title":"Journey of a coach - theory & practice (Part I)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-i","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:34","post_modified_gmt":"2024-01-29 10:55:34","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1521,"post_author":"26","post_date":"2014-10-30 10:57:02","post_date_gmt":"2014-10-30 05:27:02","post_content":"\n
$\"Network_whenhow2\"$ <\/a><\/figure>\n\n\n\n
One is never without a network and if you are reading this - it may be more to know how to grow it and\/or to overcome obstacles, often due to one's level comfort with so called \"networking\".<\/p>\n\n\n\n
If you look at how you:<\/p>\n\n\n\n
\n
got the opportunity to work in your current position<\/li>\n\n\n\n
got into your college\/school<\/li>\n\n\n\n
got your house on rent or bought your apartment<\/li>\n<\/ul>\n\n\n\n
you will see that a network - formal, informal or virtual (internet based) was at play.<\/p>\n\n\n\n
I will focus on growing your professional network and a few simple steps for it and not delve into specifics of social media, as all of you would be familiar with it.<\/p>\n\n\n\n
First, start with your existing network - which will be your current and past colleagues, your college and school alumni, friends and family. See that you stay in touch with them, by meeting them up or electronically, if you are not in touch start right away. Sending greetings for important occasions, festivals and events is a good way to start. Make it a point to call a few of them over the commute\/ weekends and work on the complete list slowly and steadily, start at top the list again once you complete it.<\/p>\n\n\n\n
What if you need to ask for a reference or a favor from a person with whom you are not in regular touch. The best way to is to be honest, there is no point in coming up with a phony reason to get in touch with them and ask for what you want. Your honesty will be appreciated, after that do thank them and make an effort to stay in touch with them. See that your nurture this set of contacts where you have already made a start.<\/p>\n\n\n\n
Once, when I was looking out for a job using my network, I made it a point to call and thank all those who forwarded my resume to their contacts and I sent a book as a gift to thank all those contacts whose help took me to the interview stage. I did it without any motive and what amazed me was the warmth from these contacts in all my future interactions.<\/p>\n\n\n\n
Second area to focus on are the professional events - there will be events where your technical or managerial domain will be the focus. You may be sponsored\/encouraged by your organizations to attend them, do not let is pass citing an excuse of being busy. Do make time to attend a few of them. If you find that you do not have this opportunity then see that you find such events and enroll yourself.<\/p>\n\n\n\n
In my experience these events certainly help you make a few contacts, you will always find a few persons whom you will find interesting and knowledgeable and connect effortlessly. The key is to nurture this - see that you follow-up with a mail and\/or a call.<\/p>\n\n\n\n
If you are the type who feels inhibited to make an opening, then do not worry. I was advised by one of my mentors to just listen and not worry about talking and enjoy being there. If you listen and observe intently you will find yourself talking soon. Your focus on the interactions and not on your perceived ability, does the trick. Try it a couple of times and see for yourself.<\/p>\n\n\n\n
Lastly, for anything to succeed one has to have the desire, then comes the effort and discipline for achieving it. A small progress or a step with positive result, is the best encouragement for you to strive towards your goals. Do ponder on your actions and results to stay focused on continuing to do this.<\/p>\n\n\n\n
One related question I hear from many of my coachees is \"visibility\" within the organization. More on that in a later post.<\/p>\n","post_title":"Networking - when and how to begin?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"networking-when-and-how-to-begin","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:58","post_modified_gmt":"2024-01-29 14:50:58","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1521","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1517,"post_author":"30","post_date":"2014-10-29 09:30:26","post_date_gmt":"2014-10-29 04:00:26","post_content":"\n
$\"sell-it\"$ <\/a><\/figure>\n\n\n\n
As a child, I used to come up with various ideas for almost anything, and ask for Rs. 1000\/- per idea. Being a child, nobody would want to pay money, that too a thousand Rupees \u2013 but, I would get something else as an appreciation for my efforts. A toffee, a cone ice cream etc.<\/p>\n\n\n\n
Further on, when I used to be active in small groups, selling was more of ideas and to get the team to converge on something, that the group can take as an action.<\/p>\n\n\n\n
As a team leader, I needed to sell the vision of the project to the team, to get everybody\u2019s buy in.<\/p>\n\n\n\n
More recently, I have been in contact with many aspiring and active entrepreneurs. Selling is something that they do with every breath.<\/p>\n\n\n\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

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\n
On the other hand, with Coaching as the leadership style, managers will empower the team members to come out with new ideas, solutions and encourage them to implement them. They will help the team members to discover their strengths by asking questions & challenging them. This builds motivation and ownership in the team members.<\/p>\n\n\n\n
Having said that, there are situations where Managers need to use command & control approaches. For example, in a fire fighting situation where extremely quick response in needed. There will be a need for different approaches for different team members \u2013 someone may need more directive input & constant oversight and someone may need a lot of freedom.<\/p>\n\n\n\n
A good leader is one who has high self awareness, self-regulation, self-motivation and empathy through which he\/she can sense and respond differently, in a conscious way, to different situations & different people.<\/p>\n\n\n\n
However, to be a good Leader, coaching way of management style should be the most natural approach and command & control should be the exception.<\/p>\n","post_title":"Coaching vs Command & Control style of Management","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"coaching-vs-command-control-style-of-management","to_ping":"","pinged":"","post_modified":"2024-01-29 15:34:20","post_modified_gmt":"2024-01-29 15:34:20","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1519","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1456,"post_author":"31","post_date":"2014-11-09 12:15:37","post_date_gmt":"2014-11-09 06:45:37","post_content":"\n
In an earlier article \u201cJourney of a coach \u2013 theory & practice (Part I)<\/a>, we introduced the \u201ccircles of influence\u201d which form the context (see diagram below) for coaching process.<\/p>\n\n\n\n
$\"image\"$ <\/a> The circles in the diagram above have a significant bearing on coaching effectiveness and need to be addressed by the coach using the theory of coaching (such as Whitmore\u2019s book on \u201cCoaching for Performance\u201d). In the case of some circles, the theory may \u201cend\u201d at some point and the coach will have \u201cinterpret\u201d and \u201cextend\u201d it for the specific coachee situation at hand.<\/p>\n\n\n\n
We covered the following in Part I of this article:<\/p>\n\n\n\n
\u00b7 Circle #1: Are all situations \u201ccoaching situations\u201d?<\/p>\n\n\n\n
\u00b7 Circle #2: Are people always receptive to coaching?<\/p>\n\n\n\n
In this Part II, we will cover the two remaining circles.<\/p>\n\n\n\n
Circle #3: Are coaches sometimes helpless?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
Circle #3 above regarding \u201cbeliefs, perceptions and personal circumstances\u201d can actually be quite a hard shell hindering coaching progress. But it is often an invisible hard shell because people will share only so much of their innermost beliefs and personal circumstances even though they are impacting their work performance. Coaches make chance discoveries of this shell in the Reality check part (that is, the current state of affairs that needs to improve to meet the Goal) of the Goal-Reality-Options-Will (GROW) model of Whitmore. Here are examples:<\/p>\n\n\n\n
\u00b7 A coachee once candidly admitted that he was himself the reason for his declining performance at work. The reason was that his family was going through his sister\u2019s painful divorce in the US and her life coming back to India. He just could not go about work as usual<\/p>\n\n\n\n
\u00b7 A second coachee had a lot of issues with his manager. He felt that the manager\u2019s lack of domain knowledge resulted in his not realizing & recognizing the value of the coachee\u2019s work. In addition, the coachee seemed to indicate that lack of recognition of his work had to do with his belonging to a minority religious community in India<\/p>\n\n\n\n
\u00b7 Yet another coachee told my colleague (also a Performance Coach) that her problems arose because her boss was an inveterate woman-hater<\/p>\n\n\n\n
These are situations of tight-rope walking for a performance coach! In situations of personal crisis, the coach may only help by sympathetic and patient listening. This may help the coachee more than one would think \u2013 just getting the problem \u201coff his chest\u201d often helps and relieves stress. Being less stressed, he may be able to come to grips with his personal predicament and deal with it better. However, coachee\u2019s entrenched beliefs on, say, religion and gender can be very challenging for the coach to deal with. Some deep-rooted beliefs may indicate pathology needing help from a trained therapist \u2013 far beyond the scope of performance coaching and the ability of the coach.<\/p>\n\n\n\n
Circle #4: Is the coachee\u2019s work environment conducive?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The last circle of influence is the coachee\u2019s work. Sometimes, people have told me that they are \u201cstuck\u201d in positions \u2013 say, \u201croutine\u201d software bug fixing and maintenance where there is really no scope for \u201clearning, enjoyment and fulfillment\u201d (you may like to read My Team is not motivated!!!<\/a> by my colleague Prasanna Moses on this). Most of us would agree that there is far less drudgery at work in today\u2019s knowledge-centric world than even just 30 years ago. We would also agree that there is no such thing as 100% \u201csexy\u201d work (unless of course, you are doing breakthrough work of your calling \u2013 say, in quantum computing). So, when coachees complain about their current work\/role and the lack of sexiness thereof, I ask them questions about what makes it boring, what they can do about it and so on \u2013 hopefully making them better aware of interesting possibilities in what they were doing. In some cases, people have hinted to me that they are considering quitting their \u201cboring\u201d job and looking for a reaction. Under such circumstances, to be fair to the coachee and to the coachee\u2019s employer (who is paying my fees!), I would say the best option is to ask the coachee questions exploring his rationale for leaving (without being judgmental on whether it is right or wrong) \u2013 like what does he think leaving the job will achieve, how will it get him closer to his goals, how is he sure that the same problems would not repeat themselves in the new organization and so on. The ultimate decision should be the coachee\u2019s based on introspection triggered by your questions. He may still choose to quit \u2013 but that is another matter! As far as you are concerned as a coach, you have played it fair & square. It is not unthinkable that you as the coach may actually agree with his rationale for seeking another job!<\/p>\n\n\n\n
A related aspect is also the organizational environment in which the coachee works \u2013 over & above his immediate work\/role discussed above. In sports coaching, the strong individual motivation is a given and the coachee has a great deal of control over what he can and cannot do to enhance his performance. The circumstances for software project managers are different. Their GROW model is in the context of an organization with its culture, policies, processes and so on. As a coach, I have encountered some real challenges here \u2013 the Project Manager may be aspiring to do something of value in his project but his line management and work environment may not be supportive. Some organizational policies can be insensitive to people and even draconian. In one software development organization, if project team members logged in less than 40 hours per week of approved work, there would be automatic cuts in their pay while the significant additional work needed at other times went scarcely noticed! How can one be expected to learn and enjoy their work in such an environment? In such cases, we do bring it up with the line management for addressing them and offer our help as well. To be honest, it worked sometimes and it did not in as many cases.<\/p>\n\n\n\n
In summary, as a practicing coach, you are bound to run into situations like the ones above which make you stop and ponder as to what extent theory can lead practice! You may need to introspect and think of newer ways of extending \u201ctheory\u201d or just use good old common sense and move on! At PM Power, we have the coaches\u2019 conclave where these situations are discussed to see how best to help the coachee considering all the circles of influence. It has significantly helped our coaches in specific situations and in honing their coaching skills in general.<\/p>\n\n\n\n
We invite you to share your coaching experiences (as a coach or a coachee) and we would be happy to share our perspectives which may be of help. You may reach us at info@pm-powerconsulting.com.<\/p>\n","post_title":"Journey of a coach - theory & practice (Part II)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-ii","to_ping":"","pinged":"","post_modified":"2024-01-29 10:54:32","post_modified_gmt":"2024-01-29 10:54:32","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1456","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1514,"post_author":"31","post_date":"2014-11-02 12:24:22","post_date_gmt":"2014-11-02 06:54:22","post_content":"\n
A speaker finishes a great speech \u2013 at least, HE thinks it is great! He then asks, \u201cAny questions?\u201d What does he expect? If I were him, I would expect the audience to demonstrate a level of understanding of what the speech was all about and ask meaningful questions - clarifying the ground covered and even extending from there.<\/p>\n\n\n\n
These are situations where one actually wants to be questioned to get a sense a satisfaction that the effort (the speech, in this case) has been worthwhile. But there are other situations where being questioned has a very negative connotation. It implies questioning the ability of the person being questioned or the work that he has done.<\/p>\n\n\n\n
The important thing is that the intent of questioning should be to seek understanding rather than putting down someone. Hence, even the tone of questioning is very important. Consider the difference between, \u201cWhy did you do THAT?\u201d and \u201cWhat are your reasons for doing THAT?\u201d<\/p>\n\n\n\n
The tone of the former question is judgmental while the same question asked differently demonstrates an openness and a neutral tone. The tone is important because it can either put people off & make them defensive or it can make them relaxed and explain their rationale for an idea or a course of action.<\/p>\n\n\n\n
From the above, it follows that there is a big difference between \u201cquestioning\u201d and \u201casking questions\u201d.<\/p>\n\n\n\n
$\"image\"$ <\/figure>\n\n\n\n
In the work context, a manager who adopts an approach of \u201casking questions\u201d enables an environment where his reportees apply their mind to the situation at hand and exercise their best judgment on the right course of action.<\/p>\n\n\n\n
The manager can use questions to expand the reportee\u2019s thinking and make him aware of aspects he may not have thought of (instead of just instructing him what to do).<\/p>\n\n\n\n
Hence asking questions contributes to the reportee\u2019s overall development and ability to deal with situations with minimal oversight. Equally important, it enables greater responsibility on the part of the reportee so that the implementation aspects of his suggestions are fully owned by him.<\/p>\n\n\n\n
Through this, the manager\u2019s time is also freed up from routine oversight functions to take up important but not urgent tasks.<\/p>\n\n\n\n
In a highly dynamic world, the approach of \u201casking questions\u201d is not just \u201ca nice to have\u201d but an imperative to empower people and ensure that the organization as a whole responds fast to changes in the environment.<\/p>\n\n\n\n
\u201cAsking questions\u201d is an essential part of the tool set of a coach who may be the line manager himself. You consciously adopt the approach for improving the \u201cawareness\u201d of the coachee and therefore, open his mind to his perceptions & other possibilities and take \u201cresponsibility\u201d for the options for actions that he chooses.<\/p>\n\n\n\n
Finally, adopting the approach of \u201casking questions\u201d needs a complementing skill which is ACTIVE listening. A coach cannot sustain a session of asking questions without actually listening well, understanding and re-phrasing of what the coachee says.<\/p>\n\n\n\n
As with most things in life, practice makes perfect \u2013 it takes time and experience to hone the approach of asking questions and the skill of active listening. But they can indeed be developed for individual and organizational benefit. The time to start is NOW!<\/p>\n","post_title":"Questioning and Asking Questions - what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"questioning-and-asking-questions-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:02","post_modified_gmt":"2024-01-29 10:55:02","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1514","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1448,"post_author":"31","post_date":"2014-11-02 06:59:09","post_date_gmt":"2014-11-02 01:29:09","post_content":"\n
This article is part of the series on \u201cJourney of a coach\u201d covering my experiences as a performance coach. You may have the read an earlier article in the series on \u201cJourney of a coach \u2013 the beginning\u201d<\/a>. The journey continues here...<\/p>\n\n\n\n
Yogi Berra, New York Yankees baseball player (arguably the best catcher of all time) said, \u201cIn theory, there is no difference between theory & practice. But in practice, there is!\u201d So, this article is about the theory & practice of coaching for performance \u2013 not baseball players but people managing software projects.<\/p>\n\n\n\n
In my context, the \u201ctheory\u201d was mostly \u201cCoaching for Performance\u201d by John Whitmore (by the way, there is another article of mine on Whitmore<\/a> if you are interested). The \u201cpractice\u201d was, of course, my actual experiences over the years.<\/p>\n\n\n\n
A caveat \u2013 I am not here to debunk theory and hail practice - as a cardiac surgeon might! I have a great deal of respect for Whitmore\u2019s book on Coaching for Performance. The book provided a solid reference and a practical guide for my work as a coach all these years.<\/p>\n\n\n\n
However, I do have my own \u201cinterpretations\u201d and \u201cextensions\u201d of the theory in actual practice which I wish to share. I will use the diagram below which shows the context for coaching.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
You can see the \u201ccircles of influence\u201d around the coachee which would have a bearing on coaching and its effectiveness. We will cover each of these circles with examples. Note that the coach\u2019s experience, beliefs and perceptions are also significant in the context in addition to his skills for coaching.<\/p>\n\n\n\n
Circle #1: Are all situations \u201ccoaching situations\u201d?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The first circle of influence is the coaching situation faced by the coachee at work. For example, it could be that he is recently promoted and finds gaining acceptance in his team a challenge.<\/p>\n\n\n\n
The question is whether all such work situations are amenable for coaching - whether you are the manager of the coachee or an external coach. If you follow the \u201ctheory\u201d (that is Whitmore), a coaching style can become the default management style of the entire organization for all occasions.<\/p>\n\n\n\n
In other words, all manager-reportee interactions can naturally follow the coaching style \u2013 the manager following the sequence of helping his reportee to identify the goal he is seeking to achieve, assess the current state of affairs, consider the available options to achieve the goal and making the commitment-making to make it happen.<\/p>\n\n\n\n
That is all very well, but what if you are a commando fighting a guerrilla war in a jungle and see a metal tube from the foliage pointing at you. Your commander (\u201cmanager\u201d) is not going to coach you through the situation, is he?<\/p>\n\n\n\n
There are also other equivalent (but less extreme) situations at work when time is of essence and all that the coachee needs is information or simple direction (like for example, how to balance staff loading in a project schedule).<\/p>\n\n\n\n
So, my interpretation of theory is that there is better pay-off of coaching in some situations than others. However, there are many, many work situations wherein the quality of work<\/b> or results<\/b> is very important, the learning<\/b> for the coachee very important and it is not an emergency<\/b>. Coaching is very relevant in those cases.<\/p>\n\n\n\n
Circle #2: Are people always receptive to coaching?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The next circle of influence is relating to how receptive people are to coaching even if their work situation was amenable for it.<\/p>\n\n\n\n
Are they motivated enough to become more aware<\/b> and take responsibility<\/b> by themselves and not just because their employer has enrolled them in a training & coaching program?<\/p>\n\n\n\n
Maslow\u2019s theory is that motivation is linked to the stage an individual is at in a hierarchy of needs (see diagram below from Whitmore\u2019s Coaching for Performance). Note that Whitmore has split Maslow\u2019s Esteem stage into two \u2013 Esteem from others and Self-esteem.<\/p>\n\n\n\n
At the stage of Esteem from others, one is looking \u201cexternal\u201d recognition and prestige as motivators. At the stage of Self-esteem, external motivators tend to become less important. More important is the need to make a difference and being empowered to do so enhancing self-esteem. This self-esteem stage is where coaching makes the biggest impact for personal growth.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
Source: Coaching for Performance by John Whitmore<\/i><\/p>\n\n\n\n
There are a few more \u201ccircles\u201d to cover which we will in Part II of the article.<\/p>\n\n\n\n
Till then...<\/p>\n","post_title":"Journey of a coach - theory & practice (Part I)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-i","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:34","post_modified_gmt":"2024-01-29 10:55:34","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1521,"post_author":"26","post_date":"2014-10-30 10:57:02","post_date_gmt":"2014-10-30 05:27:02","post_content":"\n
$\"Network_whenhow2\"$ <\/a><\/figure>\n\n\n\n
One is never without a network and if you are reading this - it may be more to know how to grow it and\/or to overcome obstacles, often due to one's level comfort with so called \"networking\".<\/p>\n\n\n\n
If you look at how you:<\/p>\n\n\n\n
\n
got the opportunity to work in your current position<\/li>\n\n\n\n
got into your college\/school<\/li>\n\n\n\n
got your house on rent or bought your apartment<\/li>\n<\/ul>\n\n\n\n
you will see that a network - formal, informal or virtual (internet based) was at play.<\/p>\n\n\n\n
I will focus on growing your professional network and a few simple steps for it and not delve into specifics of social media, as all of you would be familiar with it.<\/p>\n\n\n\n
First, start with your existing network - which will be your current and past colleagues, your college and school alumni, friends and family. See that you stay in touch with them, by meeting them up or electronically, if you are not in touch start right away. Sending greetings for important occasions, festivals and events is a good way to start. Make it a point to call a few of them over the commute\/ weekends and work on the complete list slowly and steadily, start at top the list again once you complete it.<\/p>\n\n\n\n
What if you need to ask for a reference or a favor from a person with whom you are not in regular touch. The best way to is to be honest, there is no point in coming up with a phony reason to get in touch with them and ask for what you want. Your honesty will be appreciated, after that do thank them and make an effort to stay in touch with them. See that your nurture this set of contacts where you have already made a start.<\/p>\n\n\n\n
Once, when I was looking out for a job using my network, I made it a point to call and thank all those who forwarded my resume to their contacts and I sent a book as a gift to thank all those contacts whose help took me to the interview stage. I did it without any motive and what amazed me was the warmth from these contacts in all my future interactions.<\/p>\n\n\n\n
Second area to focus on are the professional events - there will be events where your technical or managerial domain will be the focus. You may be sponsored\/encouraged by your organizations to attend them, do not let is pass citing an excuse of being busy. Do make time to attend a few of them. If you find that you do not have this opportunity then see that you find such events and enroll yourself.<\/p>\n\n\n\n
In my experience these events certainly help you make a few contacts, you will always find a few persons whom you will find interesting and knowledgeable and connect effortlessly. The key is to nurture this - see that you follow-up with a mail and\/or a call.<\/p>\n\n\n\n
If you are the type who feels inhibited to make an opening, then do not worry. I was advised by one of my mentors to just listen and not worry about talking and enjoy being there. If you listen and observe intently you will find yourself talking soon. Your focus on the interactions and not on your perceived ability, does the trick. Try it a couple of times and see for yourself.<\/p>\n\n\n\n
Lastly, for anything to succeed one has to have the desire, then comes the effort and discipline for achieving it. A small progress or a step with positive result, is the best encouragement for you to strive towards your goals. Do ponder on your actions and results to stay focused on continuing to do this.<\/p>\n\n\n\n
One related question I hear from many of my coachees is \"visibility\" within the organization. More on that in a later post.<\/p>\n","post_title":"Networking - when and how to begin?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"networking-when-and-how-to-begin","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:58","post_modified_gmt":"2024-01-29 14:50:58","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1521","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1517,"post_author":"30","post_date":"2014-10-29 09:30:26","post_date_gmt":"2014-10-29 04:00:26","post_content":"\n
$\"sell-it\"$ <\/a><\/figure>\n\n\n\n
As a child, I used to come up with various ideas for almost anything, and ask for Rs. 1000\/- per idea. Being a child, nobody would want to pay money, that too a thousand Rupees \u2013 but, I would get something else as an appreciation for my efforts. A toffee, a cone ice cream etc.<\/p>\n\n\n\n
Further on, when I used to be active in small groups, selling was more of ideas and to get the team to converge on something, that the group can take as an action.<\/p>\n\n\n\n
As a team leader, I needed to sell the vision of the project to the team, to get everybody\u2019s buy in.<\/p>\n\n\n\n
More recently, I have been in contact with many aspiring and active entrepreneurs. Selling is something that they do with every breath.<\/p>\n\n\n\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 10 of 12 Previous 1 … 9 10 11 12 Next

\n
Command & Control might also impact development of team members negatively. Teams might wait for manager to give instruction. They might hesitate to take initiative as it might get overruled by the manager. They might stop thinking new & innovative ideas as the manager will always tell them what to do.<\/p>\n\n\n\n
On the other hand, with Coaching as the leadership style, managers will empower the team members to come out with new ideas, solutions and encourage them to implement them. They will help the team members to discover their strengths by asking questions & challenging them. This builds motivation and ownership in the team members.<\/p>\n\n\n\n
Having said that, there are situations where Managers need to use command & control approaches. For example, in a fire fighting situation where extremely quick response in needed. There will be a need for different approaches for different team members \u2013 someone may need more directive input & constant oversight and someone may need a lot of freedom.<\/p>\n\n\n\n
A good leader is one who has high self awareness, self-regulation, self-motivation and empathy through which he\/she can sense and respond differently, in a conscious way, to different situations & different people.<\/p>\n\n\n\n
However, to be a good Leader, coaching way of management style should be the most natural approach and command & control should be the exception.<\/p>\n","post_title":"Coaching vs Command & Control style of Management","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"coaching-vs-command-control-style-of-management","to_ping":"","pinged":"","post_modified":"2024-01-29 15:34:20","post_modified_gmt":"2024-01-29 15:34:20","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1519","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1456,"post_author":"31","post_date":"2014-11-09 12:15:37","post_date_gmt":"2014-11-09 06:45:37","post_content":"\n
In an earlier article \u201cJourney of a coach \u2013 theory & practice (Part I)<\/a>, we introduced the \u201ccircles of influence\u201d which form the context (see diagram below) for coaching process.<\/p>\n\n\n\n
$\"image\"$ <\/a> The circles in the diagram above have a significant bearing on coaching effectiveness and need to be addressed by the coach using the theory of coaching (such as Whitmore\u2019s book on \u201cCoaching for Performance\u201d). In the case of some circles, the theory may \u201cend\u201d at some point and the coach will have \u201cinterpret\u201d and \u201cextend\u201d it for the specific coachee situation at hand.<\/p>\n\n\n\n
We covered the following in Part I of this article:<\/p>\n\n\n\n
\u00b7 Circle #1: Are all situations \u201ccoaching situations\u201d?<\/p>\n\n\n\n
\u00b7 Circle #2: Are people always receptive to coaching?<\/p>\n\n\n\n
In this Part II, we will cover the two remaining circles.<\/p>\n\n\n\n
Circle #3: Are coaches sometimes helpless?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
Circle #3 above regarding \u201cbeliefs, perceptions and personal circumstances\u201d can actually be quite a hard shell hindering coaching progress. But it is often an invisible hard shell because people will share only so much of their innermost beliefs and personal circumstances even though they are impacting their work performance. Coaches make chance discoveries of this shell in the Reality check part (that is, the current state of affairs that needs to improve to meet the Goal) of the Goal-Reality-Options-Will (GROW) model of Whitmore. Here are examples:<\/p>\n\n\n\n
\u00b7 A coachee once candidly admitted that he was himself the reason for his declining performance at work. The reason was that his family was going through his sister\u2019s painful divorce in the US and her life coming back to India. He just could not go about work as usual<\/p>\n\n\n\n
\u00b7 A second coachee had a lot of issues with his manager. He felt that the manager\u2019s lack of domain knowledge resulted in his not realizing & recognizing the value of the coachee\u2019s work. In addition, the coachee seemed to indicate that lack of recognition of his work had to do with his belonging to a minority religious community in India<\/p>\n\n\n\n
\u00b7 Yet another coachee told my colleague (also a Performance Coach) that her problems arose because her boss was an inveterate woman-hater<\/p>\n\n\n\n
These are situations of tight-rope walking for a performance coach! In situations of personal crisis, the coach may only help by sympathetic and patient listening. This may help the coachee more than one would think \u2013 just getting the problem \u201coff his chest\u201d often helps and relieves stress. Being less stressed, he may be able to come to grips with his personal predicament and deal with it better. However, coachee\u2019s entrenched beliefs on, say, religion and gender can be very challenging for the coach to deal with. Some deep-rooted beliefs may indicate pathology needing help from a trained therapist \u2013 far beyond the scope of performance coaching and the ability of the coach.<\/p>\n\n\n\n
Circle #4: Is the coachee\u2019s work environment conducive?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The last circle of influence is the coachee\u2019s work. Sometimes, people have told me that they are \u201cstuck\u201d in positions \u2013 say, \u201croutine\u201d software bug fixing and maintenance where there is really no scope for \u201clearning, enjoyment and fulfillment\u201d (you may like to read My Team is not motivated!!!<\/a> by my colleague Prasanna Moses on this). Most of us would agree that there is far less drudgery at work in today\u2019s knowledge-centric world than even just 30 years ago. We would also agree that there is no such thing as 100% \u201csexy\u201d work (unless of course, you are doing breakthrough work of your calling \u2013 say, in quantum computing). So, when coachees complain about their current work\/role and the lack of sexiness thereof, I ask them questions about what makes it boring, what they can do about it and so on \u2013 hopefully making them better aware of interesting possibilities in what they were doing. In some cases, people have hinted to me that they are considering quitting their \u201cboring\u201d job and looking for a reaction. Under such circumstances, to be fair to the coachee and to the coachee\u2019s employer (who is paying my fees!), I would say the best option is to ask the coachee questions exploring his rationale for leaving (without being judgmental on whether it is right or wrong) \u2013 like what does he think leaving the job will achieve, how will it get him closer to his goals, how is he sure that the same problems would not repeat themselves in the new organization and so on. The ultimate decision should be the coachee\u2019s based on introspection triggered by your questions. He may still choose to quit \u2013 but that is another matter! As far as you are concerned as a coach, you have played it fair & square. It is not unthinkable that you as the coach may actually agree with his rationale for seeking another job!<\/p>\n\n\n\n
A related aspect is also the organizational environment in which the coachee works \u2013 over & above his immediate work\/role discussed above. In sports coaching, the strong individual motivation is a given and the coachee has a great deal of control over what he can and cannot do to enhance his performance. The circumstances for software project managers are different. Their GROW model is in the context of an organization with its culture, policies, processes and so on. As a coach, I have encountered some real challenges here \u2013 the Project Manager may be aspiring to do something of value in his project but his line management and work environment may not be supportive. Some organizational policies can be insensitive to people and even draconian. In one software development organization, if project team members logged in less than 40 hours per week of approved work, there would be automatic cuts in their pay while the significant additional work needed at other times went scarcely noticed! How can one be expected to learn and enjoy their work in such an environment? In such cases, we do bring it up with the line management for addressing them and offer our help as well. To be honest, it worked sometimes and it did not in as many cases.<\/p>\n\n\n\n
In summary, as a practicing coach, you are bound to run into situations like the ones above which make you stop and ponder as to what extent theory can lead practice! You may need to introspect and think of newer ways of extending \u201ctheory\u201d or just use good old common sense and move on! At PM Power, we have the coaches\u2019 conclave where these situations are discussed to see how best to help the coachee considering all the circles of influence. It has significantly helped our coaches in specific situations and in honing their coaching skills in general.<\/p>\n\n\n\n
We invite you to share your coaching experiences (as a coach or a coachee) and we would be happy to share our perspectives which may be of help. You may reach us at info@pm-powerconsulting.com.<\/p>\n","post_title":"Journey of a coach - theory & practice (Part II)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-ii","to_ping":"","pinged":"","post_modified":"2024-01-29 10:54:32","post_modified_gmt":"2024-01-29 10:54:32","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1456","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1514,"post_author":"31","post_date":"2014-11-02 12:24:22","post_date_gmt":"2014-11-02 06:54:22","post_content":"\n
A speaker finishes a great speech \u2013 at least, HE thinks it is great! He then asks, \u201cAny questions?\u201d What does he expect? If I were him, I would expect the audience to demonstrate a level of understanding of what the speech was all about and ask meaningful questions - clarifying the ground covered and even extending from there.<\/p>\n\n\n\n
These are situations where one actually wants to be questioned to get a sense a satisfaction that the effort (the speech, in this case) has been worthwhile. But there are other situations where being questioned has a very negative connotation. It implies questioning the ability of the person being questioned or the work that he has done.<\/p>\n\n\n\n
The important thing is that the intent of questioning should be to seek understanding rather than putting down someone. Hence, even the tone of questioning is very important. Consider the difference between, \u201cWhy did you do THAT?\u201d and \u201cWhat are your reasons for doing THAT?\u201d<\/p>\n\n\n\n
The tone of the former question is judgmental while the same question asked differently demonstrates an openness and a neutral tone. The tone is important because it can either put people off & make them defensive or it can make them relaxed and explain their rationale for an idea or a course of action.<\/p>\n\n\n\n
From the above, it follows that there is a big difference between \u201cquestioning\u201d and \u201casking questions\u201d.<\/p>\n\n\n\n
$\"image\"$ <\/figure>\n\n\n\n
In the work context, a manager who adopts an approach of \u201casking questions\u201d enables an environment where his reportees apply their mind to the situation at hand and exercise their best judgment on the right course of action.<\/p>\n\n\n\n
The manager can use questions to expand the reportee\u2019s thinking and make him aware of aspects he may not have thought of (instead of just instructing him what to do).<\/p>\n\n\n\n
Hence asking questions contributes to the reportee\u2019s overall development and ability to deal with situations with minimal oversight. Equally important, it enables greater responsibility on the part of the reportee so that the implementation aspects of his suggestions are fully owned by him.<\/p>\n\n\n\n
Through this, the manager\u2019s time is also freed up from routine oversight functions to take up important but not urgent tasks.<\/p>\n\n\n\n
In a highly dynamic world, the approach of \u201casking questions\u201d is not just \u201ca nice to have\u201d but an imperative to empower people and ensure that the organization as a whole responds fast to changes in the environment.<\/p>\n\n\n\n
\u201cAsking questions\u201d is an essential part of the tool set of a coach who may be the line manager himself. You consciously adopt the approach for improving the \u201cawareness\u201d of the coachee and therefore, open his mind to his perceptions & other possibilities and take \u201cresponsibility\u201d for the options for actions that he chooses.<\/p>\n\n\n\n
Finally, adopting the approach of \u201casking questions\u201d needs a complementing skill which is ACTIVE listening. A coach cannot sustain a session of asking questions without actually listening well, understanding and re-phrasing of what the coachee says.<\/p>\n\n\n\n
As with most things in life, practice makes perfect \u2013 it takes time and experience to hone the approach of asking questions and the skill of active listening. But they can indeed be developed for individual and organizational benefit. The time to start is NOW!<\/p>\n","post_title":"Questioning and Asking Questions - what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"questioning-and-asking-questions-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:02","post_modified_gmt":"2024-01-29 10:55:02","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1514","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1448,"post_author":"31","post_date":"2014-11-02 06:59:09","post_date_gmt":"2014-11-02 01:29:09","post_content":"\n
This article is part of the series on \u201cJourney of a coach\u201d covering my experiences as a performance coach. You may have the read an earlier article in the series on \u201cJourney of a coach \u2013 the beginning\u201d<\/a>. The journey continues here...<\/p>\n\n\n\n
Yogi Berra, New York Yankees baseball player (arguably the best catcher of all time) said, \u201cIn theory, there is no difference between theory & practice. But in practice, there is!\u201d So, this article is about the theory & practice of coaching for performance \u2013 not baseball players but people managing software projects.<\/p>\n\n\n\n
In my context, the \u201ctheory\u201d was mostly \u201cCoaching for Performance\u201d by John Whitmore (by the way, there is another article of mine on Whitmore<\/a> if you are interested). The \u201cpractice\u201d was, of course, my actual experiences over the years.<\/p>\n\n\n\n
A caveat \u2013 I am not here to debunk theory and hail practice - as a cardiac surgeon might! I have a great deal of respect for Whitmore\u2019s book on Coaching for Performance. The book provided a solid reference and a practical guide for my work as a coach all these years.<\/p>\n\n\n\n
However, I do have my own \u201cinterpretations\u201d and \u201cextensions\u201d of the theory in actual practice which I wish to share. I will use the diagram below which shows the context for coaching.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
You can see the \u201ccircles of influence\u201d around the coachee which would have a bearing on coaching and its effectiveness. We will cover each of these circles with examples. Note that the coach\u2019s experience, beliefs and perceptions are also significant in the context in addition to his skills for coaching.<\/p>\n\n\n\n
Circle #1: Are all situations \u201ccoaching situations\u201d?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The first circle of influence is the coaching situation faced by the coachee at work. For example, it could be that he is recently promoted and finds gaining acceptance in his team a challenge.<\/p>\n\n\n\n
The question is whether all such work situations are amenable for coaching - whether you are the manager of the coachee or an external coach. If you follow the \u201ctheory\u201d (that is Whitmore), a coaching style can become the default management style of the entire organization for all occasions.<\/p>\n\n\n\n
In other words, all manager-reportee interactions can naturally follow the coaching style \u2013 the manager following the sequence of helping his reportee to identify the goal he is seeking to achieve, assess the current state of affairs, consider the available options to achieve the goal and making the commitment-making to make it happen.<\/p>\n\n\n\n
That is all very well, but what if you are a commando fighting a guerrilla war in a jungle and see a metal tube from the foliage pointing at you. Your commander (\u201cmanager\u201d) is not going to coach you through the situation, is he?<\/p>\n\n\n\n
There are also other equivalent (but less extreme) situations at work when time is of essence and all that the coachee needs is information or simple direction (like for example, how to balance staff loading in a project schedule).<\/p>\n\n\n\n
So, my interpretation of theory is that there is better pay-off of coaching in some situations than others. However, there are many, many work situations wherein the quality of work<\/b> or results<\/b> is very important, the learning<\/b> for the coachee very important and it is not an emergency<\/b>. Coaching is very relevant in those cases.<\/p>\n\n\n\n
Circle #2: Are people always receptive to coaching?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The next circle of influence is relating to how receptive people are to coaching even if their work situation was amenable for it.<\/p>\n\n\n\n
Are they motivated enough to become more aware<\/b> and take responsibility<\/b> by themselves and not just because their employer has enrolled them in a training & coaching program?<\/p>\n\n\n\n
Maslow\u2019s theory is that motivation is linked to the stage an individual is at in a hierarchy of needs (see diagram below from Whitmore\u2019s Coaching for Performance). Note that Whitmore has split Maslow\u2019s Esteem stage into two \u2013 Esteem from others and Self-esteem.<\/p>\n\n\n\n
At the stage of Esteem from others, one is looking \u201cexternal\u201d recognition and prestige as motivators. At the stage of Self-esteem, external motivators tend to become less important. More important is the need to make a difference and being empowered to do so enhancing self-esteem. This self-esteem stage is where coaching makes the biggest impact for personal growth.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
Source: Coaching for Performance by John Whitmore<\/i><\/p>\n\n\n\n
There are a few more \u201ccircles\u201d to cover which we will in Part II of the article.<\/p>\n\n\n\n
Till then...<\/p>\n","post_title":"Journey of a coach - theory & practice (Part I)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-i","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:34","post_modified_gmt":"2024-01-29 10:55:34","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1521,"post_author":"26","post_date":"2014-10-30 10:57:02","post_date_gmt":"2014-10-30 05:27:02","post_content":"\n
$\"Network_whenhow2\"$ <\/a><\/figure>\n\n\n\n
One is never without a network and if you are reading this - it may be more to know how to grow it and\/or to overcome obstacles, often due to one's level comfort with so called \"networking\".<\/p>\n\n\n\n
If you look at how you:<\/p>\n\n\n\n
\n
got the opportunity to work in your current position<\/li>\n\n\n\n
got into your college\/school<\/li>\n\n\n\n
got your house on rent or bought your apartment<\/li>\n<\/ul>\n\n\n\n
you will see that a network - formal, informal or virtual (internet based) was at play.<\/p>\n\n\n\n
I will focus on growing your professional network and a few simple steps for it and not delve into specifics of social media, as all of you would be familiar with it.<\/p>\n\n\n\n
First, start with your existing network - which will be your current and past colleagues, your college and school alumni, friends and family. See that you stay in touch with them, by meeting them up or electronically, if you are not in touch start right away. Sending greetings for important occasions, festivals and events is a good way to start. Make it a point to call a few of them over the commute\/ weekends and work on the complete list slowly and steadily, start at top the list again once you complete it.<\/p>\n\n\n\n
What if you need to ask for a reference or a favor from a person with whom you are not in regular touch. The best way to is to be honest, there is no point in coming up with a phony reason to get in touch with them and ask for what you want. Your honesty will be appreciated, after that do thank them and make an effort to stay in touch with them. See that your nurture this set of contacts where you have already made a start.<\/p>\n\n\n\n
Once, when I was looking out for a job using my network, I made it a point to call and thank all those who forwarded my resume to their contacts and I sent a book as a gift to thank all those contacts whose help took me to the interview stage. I did it without any motive and what amazed me was the warmth from these contacts in all my future interactions.<\/p>\n\n\n\n
Second area to focus on are the professional events - there will be events where your technical or managerial domain will be the focus. You may be sponsored\/encouraged by your organizations to attend them, do not let is pass citing an excuse of being busy. Do make time to attend a few of them. If you find that you do not have this opportunity then see that you find such events and enroll yourself.<\/p>\n\n\n\n
In my experience these events certainly help you make a few contacts, you will always find a few persons whom you will find interesting and knowledgeable and connect effortlessly. The key is to nurture this - see that you follow-up with a mail and\/or a call.<\/p>\n\n\n\n
If you are the type who feels inhibited to make an opening, then do not worry. I was advised by one of my mentors to just listen and not worry about talking and enjoy being there. If you listen and observe intently you will find yourself talking soon. Your focus on the interactions and not on your perceived ability, does the trick. Try it a couple of times and see for yourself.<\/p>\n\n\n\n
Lastly, for anything to succeed one has to have the desire, then comes the effort and discipline for achieving it. A small progress or a step with positive result, is the best encouragement for you to strive towards your goals. Do ponder on your actions and results to stay focused on continuing to do this.<\/p>\n\n\n\n
One related question I hear from many of my coachees is \"visibility\" within the organization. More on that in a later post.<\/p>\n","post_title":"Networking - when and how to begin?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"networking-when-and-how-to-begin","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:58","post_modified_gmt":"2024-01-29 14:50:58","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1521","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1517,"post_author":"30","post_date":"2014-10-29 09:30:26","post_date_gmt":"2014-10-29 04:00:26","post_content":"\n
$\"sell-it\"$ <\/a><\/figure>\n\n\n\n
As a child, I used to come up with various ideas for almost anything, and ask for Rs. 1000\/- per idea. Being a child, nobody would want to pay money, that too a thousand Rupees \u2013 but, I would get something else as an appreciation for my efforts. A toffee, a cone ice cream etc.<\/p>\n\n\n\n
Further on, when I used to be active in small groups, selling was more of ideas and to get the team to converge on something, that the group can take as an action.<\/p>\n\n\n\n
As a team leader, I needed to sell the vision of the project to the team, to get everybody\u2019s buy in.<\/p>\n\n\n\n
More recently, I have been in contact with many aspiring and active entrepreneurs. Selling is something that they do with every breath.<\/p>\n\n\n\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 10 of 12 Previous 1 … 9 10 11 12 Next

\n
- Missed schedules etc.<\/p>\n\n\n\n
Command & Control might also impact development of team members negatively. Teams might wait for manager to give instruction. They might hesitate to take initiative as it might get overruled by the manager. They might stop thinking new & innovative ideas as the manager will always tell them what to do.<\/p>\n\n\n\n
On the other hand, with Coaching as the leadership style, managers will empower the team members to come out with new ideas, solutions and encourage them to implement them. They will help the team members to discover their strengths by asking questions & challenging them. This builds motivation and ownership in the team members.<\/p>\n\n\n\n
Having said that, there are situations where Managers need to use command & control approaches. For example, in a fire fighting situation where extremely quick response in needed. There will be a need for different approaches for different team members \u2013 someone may need more directive input & constant oversight and someone may need a lot of freedom.<\/p>\n\n\n\n
A good leader is one who has high self awareness, self-regulation, self-motivation and empathy through which he\/she can sense and respond differently, in a conscious way, to different situations & different people.<\/p>\n\n\n\n
However, to be a good Leader, coaching way of management style should be the most natural approach and command & control should be the exception.<\/p>\n","post_title":"Coaching vs Command & Control style of Management","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"coaching-vs-command-control-style-of-management","to_ping":"","pinged":"","post_modified":"2024-01-29 15:34:20","post_modified_gmt":"2024-01-29 15:34:20","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1519","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1456,"post_author":"31","post_date":"2014-11-09 12:15:37","post_date_gmt":"2014-11-09 06:45:37","post_content":"\n
In an earlier article \u201cJourney of a coach \u2013 theory & practice (Part I)<\/a>, we introduced the \u201ccircles of influence\u201d which form the context (see diagram below) for coaching process.<\/p>\n\n\n\n
$\"image\"$ <\/a> The circles in the diagram above have a significant bearing on coaching effectiveness and need to be addressed by the coach using the theory of coaching (such as Whitmore\u2019s book on \u201cCoaching for Performance\u201d). In the case of some circles, the theory may \u201cend\u201d at some point and the coach will have \u201cinterpret\u201d and \u201cextend\u201d it for the specific coachee situation at hand.<\/p>\n\n\n\n
We covered the following in Part I of this article:<\/p>\n\n\n\n
\u00b7 Circle #1: Are all situations \u201ccoaching situations\u201d?<\/p>\n\n\n\n
\u00b7 Circle #2: Are people always receptive to coaching?<\/p>\n\n\n\n
In this Part II, we will cover the two remaining circles.<\/p>\n\n\n\n
Circle #3: Are coaches sometimes helpless?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
Circle #3 above regarding \u201cbeliefs, perceptions and personal circumstances\u201d can actually be quite a hard shell hindering coaching progress. But it is often an invisible hard shell because people will share only so much of their innermost beliefs and personal circumstances even though they are impacting their work performance. Coaches make chance discoveries of this shell in the Reality check part (that is, the current state of affairs that needs to improve to meet the Goal) of the Goal-Reality-Options-Will (GROW) model of Whitmore. Here are examples:<\/p>\n\n\n\n
\u00b7 A coachee once candidly admitted that he was himself the reason for his declining performance at work. The reason was that his family was going through his sister\u2019s painful divorce in the US and her life coming back to India. He just could not go about work as usual<\/p>\n\n\n\n
\u00b7 A second coachee had a lot of issues with his manager. He felt that the manager\u2019s lack of domain knowledge resulted in his not realizing & recognizing the value of the coachee\u2019s work. In addition, the coachee seemed to indicate that lack of recognition of his work had to do with his belonging to a minority religious community in India<\/p>\n\n\n\n
\u00b7 Yet another coachee told my colleague (also a Performance Coach) that her problems arose because her boss was an inveterate woman-hater<\/p>\n\n\n\n
These are situations of tight-rope walking for a performance coach! In situations of personal crisis, the coach may only help by sympathetic and patient listening. This may help the coachee more than one would think \u2013 just getting the problem \u201coff his chest\u201d often helps and relieves stress. Being less stressed, he may be able to come to grips with his personal predicament and deal with it better. However, coachee\u2019s entrenched beliefs on, say, religion and gender can be very challenging for the coach to deal with. Some deep-rooted beliefs may indicate pathology needing help from a trained therapist \u2013 far beyond the scope of performance coaching and the ability of the coach.<\/p>\n\n\n\n
Circle #4: Is the coachee\u2019s work environment conducive?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The last circle of influence is the coachee\u2019s work. Sometimes, people have told me that they are \u201cstuck\u201d in positions \u2013 say, \u201croutine\u201d software bug fixing and maintenance where there is really no scope for \u201clearning, enjoyment and fulfillment\u201d (you may like to read My Team is not motivated!!!<\/a> by my colleague Prasanna Moses on this). Most of us would agree that there is far less drudgery at work in today\u2019s knowledge-centric world than even just 30 years ago. We would also agree that there is no such thing as 100% \u201csexy\u201d work (unless of course, you are doing breakthrough work of your calling \u2013 say, in quantum computing). So, when coachees complain about their current work\/role and the lack of sexiness thereof, I ask them questions about what makes it boring, what they can do about it and so on \u2013 hopefully making them better aware of interesting possibilities in what they were doing. In some cases, people have hinted to me that they are considering quitting their \u201cboring\u201d job and looking for a reaction. Under such circumstances, to be fair to the coachee and to the coachee\u2019s employer (who is paying my fees!), I would say the best option is to ask the coachee questions exploring his rationale for leaving (without being judgmental on whether it is right or wrong) \u2013 like what does he think leaving the job will achieve, how will it get him closer to his goals, how is he sure that the same problems would not repeat themselves in the new organization and so on. The ultimate decision should be the coachee\u2019s based on introspection triggered by your questions. He may still choose to quit \u2013 but that is another matter! As far as you are concerned as a coach, you have played it fair & square. It is not unthinkable that you as the coach may actually agree with his rationale for seeking another job!<\/p>\n\n\n\n
A related aspect is also the organizational environment in which the coachee works \u2013 over & above his immediate work\/role discussed above. In sports coaching, the strong individual motivation is a given and the coachee has a great deal of control over what he can and cannot do to enhance his performance. The circumstances for software project managers are different. Their GROW model is in the context of an organization with its culture, policies, processes and so on. As a coach, I have encountered some real challenges here \u2013 the Project Manager may be aspiring to do something of value in his project but his line management and work environment may not be supportive. Some organizational policies can be insensitive to people and even draconian. In one software development organization, if project team members logged in less than 40 hours per week of approved work, there would be automatic cuts in their pay while the significant additional work needed at other times went scarcely noticed! How can one be expected to learn and enjoy their work in such an environment? In such cases, we do bring it up with the line management for addressing them and offer our help as well. To be honest, it worked sometimes and it did not in as many cases.<\/p>\n\n\n\n
In summary, as a practicing coach, you are bound to run into situations like the ones above which make you stop and ponder as to what extent theory can lead practice! You may need to introspect and think of newer ways of extending \u201ctheory\u201d or just use good old common sense and move on! At PM Power, we have the coaches\u2019 conclave where these situations are discussed to see how best to help the coachee considering all the circles of influence. It has significantly helped our coaches in specific situations and in honing their coaching skills in general.<\/p>\n\n\n\n
We invite you to share your coaching experiences (as a coach or a coachee) and we would be happy to share our perspectives which may be of help. You may reach us at info@pm-powerconsulting.com.<\/p>\n","post_title":"Journey of a coach - theory & practice (Part II)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-ii","to_ping":"","pinged":"","post_modified":"2024-01-29 10:54:32","post_modified_gmt":"2024-01-29 10:54:32","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1456","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1514,"post_author":"31","post_date":"2014-11-02 12:24:22","post_date_gmt":"2014-11-02 06:54:22","post_content":"\n
A speaker finishes a great speech \u2013 at least, HE thinks it is great! He then asks, \u201cAny questions?\u201d What does he expect? If I were him, I would expect the audience to demonstrate a level of understanding of what the speech was all about and ask meaningful questions - clarifying the ground covered and even extending from there.<\/p>\n\n\n\n
These are situations where one actually wants to be questioned to get a sense a satisfaction that the effort (the speech, in this case) has been worthwhile. But there are other situations where being questioned has a very negative connotation. It implies questioning the ability of the person being questioned or the work that he has done.<\/p>\n\n\n\n
The important thing is that the intent of questioning should be to seek understanding rather than putting down someone. Hence, even the tone of questioning is very important. Consider the difference between, \u201cWhy did you do THAT?\u201d and \u201cWhat are your reasons for doing THAT?\u201d<\/p>\n\n\n\n
The tone of the former question is judgmental while the same question asked differently demonstrates an openness and a neutral tone. The tone is important because it can either put people off & make them defensive or it can make them relaxed and explain their rationale for an idea or a course of action.<\/p>\n\n\n\n
From the above, it follows that there is a big difference between \u201cquestioning\u201d and \u201casking questions\u201d.<\/p>\n\n\n\n
$\"image\"$ <\/figure>\n\n\n\n
In the work context, a manager who adopts an approach of \u201casking questions\u201d enables an environment where his reportees apply their mind to the situation at hand and exercise their best judgment on the right course of action.<\/p>\n\n\n\n
The manager can use questions to expand the reportee\u2019s thinking and make him aware of aspects he may not have thought of (instead of just instructing him what to do).<\/p>\n\n\n\n
Hence asking questions contributes to the reportee\u2019s overall development and ability to deal with situations with minimal oversight. Equally important, it enables greater responsibility on the part of the reportee so that the implementation aspects of his suggestions are fully owned by him.<\/p>\n\n\n\n
Through this, the manager\u2019s time is also freed up from routine oversight functions to take up important but not urgent tasks.<\/p>\n\n\n\n
In a highly dynamic world, the approach of \u201casking questions\u201d is not just \u201ca nice to have\u201d but an imperative to empower people and ensure that the organization as a whole responds fast to changes in the environment.<\/p>\n\n\n\n
\u201cAsking questions\u201d is an essential part of the tool set of a coach who may be the line manager himself. You consciously adopt the approach for improving the \u201cawareness\u201d of the coachee and therefore, open his mind to his perceptions & other possibilities and take \u201cresponsibility\u201d for the options for actions that he chooses.<\/p>\n\n\n\n
Finally, adopting the approach of \u201casking questions\u201d needs a complementing skill which is ACTIVE listening. A coach cannot sustain a session of asking questions without actually listening well, understanding and re-phrasing of what the coachee says.<\/p>\n\n\n\n
As with most things in life, practice makes perfect \u2013 it takes time and experience to hone the approach of asking questions and the skill of active listening. But they can indeed be developed for individual and organizational benefit. The time to start is NOW!<\/p>\n","post_title":"Questioning and Asking Questions - what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"questioning-and-asking-questions-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:02","post_modified_gmt":"2024-01-29 10:55:02","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1514","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1448,"post_author":"31","post_date":"2014-11-02 06:59:09","post_date_gmt":"2014-11-02 01:29:09","post_content":"\n
This article is part of the series on \u201cJourney of a coach\u201d covering my experiences as a performance coach. You may have the read an earlier article in the series on \u201cJourney of a coach \u2013 the beginning\u201d<\/a>. The journey continues here...<\/p>\n\n\n\n
Yogi Berra, New York Yankees baseball player (arguably the best catcher of all time) said, \u201cIn theory, there is no difference between theory & practice. But in practice, there is!\u201d So, this article is about the theory & practice of coaching for performance \u2013 not baseball players but people managing software projects.<\/p>\n\n\n\n
In my context, the \u201ctheory\u201d was mostly \u201cCoaching for Performance\u201d by John Whitmore (by the way, there is another article of mine on Whitmore<\/a> if you are interested). The \u201cpractice\u201d was, of course, my actual experiences over the years.<\/p>\n\n\n\n
A caveat \u2013 I am not here to debunk theory and hail practice - as a cardiac surgeon might! I have a great deal of respect for Whitmore\u2019s book on Coaching for Performance. The book provided a solid reference and a practical guide for my work as a coach all these years.<\/p>\n\n\n\n
However, I do have my own \u201cinterpretations\u201d and \u201cextensions\u201d of the theory in actual practice which I wish to share. I will use the diagram below which shows the context for coaching.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
You can see the \u201ccircles of influence\u201d around the coachee which would have a bearing on coaching and its effectiveness. We will cover each of these circles with examples. Note that the coach\u2019s experience, beliefs and perceptions are also significant in the context in addition to his skills for coaching.<\/p>\n\n\n\n
Circle #1: Are all situations \u201ccoaching situations\u201d?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The first circle of influence is the coaching situation faced by the coachee at work. For example, it could be that he is recently promoted and finds gaining acceptance in his team a challenge.<\/p>\n\n\n\n
The question is whether all such work situations are amenable for coaching - whether you are the manager of the coachee or an external coach. If you follow the \u201ctheory\u201d (that is Whitmore), a coaching style can become the default management style of the entire organization for all occasions.<\/p>\n\n\n\n
In other words, all manager-reportee interactions can naturally follow the coaching style \u2013 the manager following the sequence of helping his reportee to identify the goal he is seeking to achieve, assess the current state of affairs, consider the available options to achieve the goal and making the commitment-making to make it happen.<\/p>\n\n\n\n
That is all very well, but what if you are a commando fighting a guerrilla war in a jungle and see a metal tube from the foliage pointing at you. Your commander (\u201cmanager\u201d) is not going to coach you through the situation, is he?<\/p>\n\n\n\n
There are also other equivalent (but less extreme) situations at work when time is of essence and all that the coachee needs is information or simple direction (like for example, how to balance staff loading in a project schedule).<\/p>\n\n\n\n
So, my interpretation of theory is that there is better pay-off of coaching in some situations than others. However, there are many, many work situations wherein the quality of work<\/b> or results<\/b> is very important, the learning<\/b> for the coachee very important and it is not an emergency<\/b>. Coaching is very relevant in those cases.<\/p>\n\n\n\n
Circle #2: Are people always receptive to coaching?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The next circle of influence is relating to how receptive people are to coaching even if their work situation was amenable for it.<\/p>\n\n\n\n
Are they motivated enough to become more aware<\/b> and take responsibility<\/b> by themselves and not just because their employer has enrolled them in a training & coaching program?<\/p>\n\n\n\n
Maslow\u2019s theory is that motivation is linked to the stage an individual is at in a hierarchy of needs (see diagram below from Whitmore\u2019s Coaching for Performance). Note that Whitmore has split Maslow\u2019s Esteem stage into two \u2013 Esteem from others and Self-esteem.<\/p>\n\n\n\n
At the stage of Esteem from others, one is looking \u201cexternal\u201d recognition and prestige as motivators. At the stage of Self-esteem, external motivators tend to become less important. More important is the need to make a difference and being empowered to do so enhancing self-esteem. This self-esteem stage is where coaching makes the biggest impact for personal growth.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
Source: Coaching for Performance by John Whitmore<\/i><\/p>\n\n\n\n
There are a few more \u201ccircles\u201d to cover which we will in Part II of the article.<\/p>\n\n\n\n
Till then...<\/p>\n","post_title":"Journey of a coach - theory & practice (Part I)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-i","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:34","post_modified_gmt":"2024-01-29 10:55:34","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1521,"post_author":"26","post_date":"2014-10-30 10:57:02","post_date_gmt":"2014-10-30 05:27:02","post_content":"\n
$\"Network_whenhow2\"$ <\/a><\/figure>\n\n\n\n
One is never without a network and if you are reading this - it may be more to know how to grow it and\/or to overcome obstacles, often due to one's level comfort with so called \"networking\".<\/p>\n\n\n\n
If you look at how you:<\/p>\n\n\n\n
\n
got the opportunity to work in your current position<\/li>\n\n\n\n
got into your college\/school<\/li>\n\n\n\n
got your house on rent or bought your apartment<\/li>\n<\/ul>\n\n\n\n
you will see that a network - formal, informal or virtual (internet based) was at play.<\/p>\n\n\n\n
I will focus on growing your professional network and a few simple steps for it and not delve into specifics of social media, as all of you would be familiar with it.<\/p>\n\n\n\n
First, start with your existing network - which will be your current and past colleagues, your college and school alumni, friends and family. See that you stay in touch with them, by meeting them up or electronically, if you are not in touch start right away. Sending greetings for important occasions, festivals and events is a good way to start. Make it a point to call a few of them over the commute\/ weekends and work on the complete list slowly and steadily, start at top the list again once you complete it.<\/p>\n\n\n\n
What if you need to ask for a reference or a favor from a person with whom you are not in regular touch. The best way to is to be honest, there is no point in coming up with a phony reason to get in touch with them and ask for what you want. Your honesty will be appreciated, after that do thank them and make an effort to stay in touch with them. See that your nurture this set of contacts where you have already made a start.<\/p>\n\n\n\n
Once, when I was looking out for a job using my network, I made it a point to call and thank all those who forwarded my resume to their contacts and I sent a book as a gift to thank all those contacts whose help took me to the interview stage. I did it without any motive and what amazed me was the warmth from these contacts in all my future interactions.<\/p>\n\n\n\n
Second area to focus on are the professional events - there will be events where your technical or managerial domain will be the focus. You may be sponsored\/encouraged by your organizations to attend them, do not let is pass citing an excuse of being busy. Do make time to attend a few of them. If you find that you do not have this opportunity then see that you find such events and enroll yourself.<\/p>\n\n\n\n
In my experience these events certainly help you make a few contacts, you will always find a few persons whom you will find interesting and knowledgeable and connect effortlessly. The key is to nurture this - see that you follow-up with a mail and\/or a call.<\/p>\n\n\n\n
If you are the type who feels inhibited to make an opening, then do not worry. I was advised by one of my mentors to just listen and not worry about talking and enjoy being there. If you listen and observe intently you will find yourself talking soon. Your focus on the interactions and not on your perceived ability, does the trick. Try it a couple of times and see for yourself.<\/p>\n\n\n\n
Lastly, for anything to succeed one has to have the desire, then comes the effort and discipline for achieving it. A small progress or a step with positive result, is the best encouragement for you to strive towards your goals. Do ponder on your actions and results to stay focused on continuing to do this.<\/p>\n\n\n\n
One related question I hear from many of my coachees is \"visibility\" within the organization. More on that in a later post.<\/p>\n","post_title":"Networking - when and how to begin?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"networking-when-and-how-to-begin","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:58","post_modified_gmt":"2024-01-29 14:50:58","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1521","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1517,"post_author":"30","post_date":"2014-10-29 09:30:26","post_date_gmt":"2014-10-29 04:00:26","post_content":"\n
$\"sell-it\"$ <\/a><\/figure>\n\n\n\n
As a child, I used to come up with various ideas for almost anything, and ask for Rs. 1000\/- per idea. Being a child, nobody would want to pay money, that too a thousand Rupees \u2013 but, I would get something else as an appreciation for my efforts. A toffee, a cone ice cream etc.<\/p>\n\n\n\n
Further on, when I used to be active in small groups, selling was more of ideas and to get the team to converge on something, that the group can take as an action.<\/p>\n\n\n\n
As a team leader, I needed to sell the vision of the project to the team, to get everybody\u2019s buy in.<\/p>\n\n\n\n
More recently, I have been in contact with many aspiring and active entrepreneurs. Selling is something that they do with every breath.<\/p>\n\n\n\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 10 of 12 Previous 1 … 9 10 11 12 Next

\n
- Low productivity<\/p>\n\n\n\n
- Missed schedules etc.<\/p>\n\n\n\n
Command & Control might also impact development of team members negatively. Teams might wait for manager to give instruction. They might hesitate to take initiative as it might get overruled by the manager. They might stop thinking new & innovative ideas as the manager will always tell them what to do.<\/p>\n\n\n\n
On the other hand, with Coaching as the leadership style, managers will empower the team members to come out with new ideas, solutions and encourage them to implement them. They will help the team members to discover their strengths by asking questions & challenging them. This builds motivation and ownership in the team members.<\/p>\n\n\n\n
Having said that, there are situations where Managers need to use command & control approaches. For example, in a fire fighting situation where extremely quick response in needed. There will be a need for different approaches for different team members \u2013 someone may need more directive input & constant oversight and someone may need a lot of freedom.<\/p>\n\n\n\n
A good leader is one who has high self awareness, self-regulation, self-motivation and empathy through which he\/she can sense and respond differently, in a conscious way, to different situations & different people.<\/p>\n\n\n\n
However, to be a good Leader, coaching way of management style should be the most natural approach and command & control should be the exception.<\/p>\n","post_title":"Coaching vs Command & Control style of Management","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"coaching-vs-command-control-style-of-management","to_ping":"","pinged":"","post_modified":"2024-01-29 15:34:20","post_modified_gmt":"2024-01-29 15:34:20","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1519","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1456,"post_author":"31","post_date":"2014-11-09 12:15:37","post_date_gmt":"2014-11-09 06:45:37","post_content":"\n
In an earlier article \u201cJourney of a coach \u2013 theory & practice (Part I)<\/a>, we introduced the \u201ccircles of influence\u201d which form the context (see diagram below) for coaching process.<\/p>\n\n\n\n
$\"image\"$ <\/a> The circles in the diagram above have a significant bearing on coaching effectiveness and need to be addressed by the coach using the theory of coaching (such as Whitmore\u2019s book on \u201cCoaching for Performance\u201d). In the case of some circles, the theory may \u201cend\u201d at some point and the coach will have \u201cinterpret\u201d and \u201cextend\u201d it for the specific coachee situation at hand.<\/p>\n\n\n\n
We covered the following in Part I of this article:<\/p>\n\n\n\n
\u00b7 Circle #1: Are all situations \u201ccoaching situations\u201d?<\/p>\n\n\n\n
\u00b7 Circle #2: Are people always receptive to coaching?<\/p>\n\n\n\n
In this Part II, we will cover the two remaining circles.<\/p>\n\n\n\n
Circle #3: Are coaches sometimes helpless?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
Circle #3 above regarding \u201cbeliefs, perceptions and personal circumstances\u201d can actually be quite a hard shell hindering coaching progress. But it is often an invisible hard shell because people will share only so much of their innermost beliefs and personal circumstances even though they are impacting their work performance. Coaches make chance discoveries of this shell in the Reality check part (that is, the current state of affairs that needs to improve to meet the Goal) of the Goal-Reality-Options-Will (GROW) model of Whitmore. Here are examples:<\/p>\n\n\n\n
\u00b7 A coachee once candidly admitted that he was himself the reason for his declining performance at work. The reason was that his family was going through his sister\u2019s painful divorce in the US and her life coming back to India. He just could not go about work as usual<\/p>\n\n\n\n
\u00b7 A second coachee had a lot of issues with his manager. He felt that the manager\u2019s lack of domain knowledge resulted in his not realizing & recognizing the value of the coachee\u2019s work. In addition, the coachee seemed to indicate that lack of recognition of his work had to do with his belonging to a minority religious community in India<\/p>\n\n\n\n
\u00b7 Yet another coachee told my colleague (also a Performance Coach) that her problems arose because her boss was an inveterate woman-hater<\/p>\n\n\n\n
These are situations of tight-rope walking for a performance coach! In situations of personal crisis, the coach may only help by sympathetic and patient listening. This may help the coachee more than one would think \u2013 just getting the problem \u201coff his chest\u201d often helps and relieves stress. Being less stressed, he may be able to come to grips with his personal predicament and deal with it better. However, coachee\u2019s entrenched beliefs on, say, religion and gender can be very challenging for the coach to deal with. Some deep-rooted beliefs may indicate pathology needing help from a trained therapist \u2013 far beyond the scope of performance coaching and the ability of the coach.<\/p>\n\n\n\n
Circle #4: Is the coachee\u2019s work environment conducive?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The last circle of influence is the coachee\u2019s work. Sometimes, people have told me that they are \u201cstuck\u201d in positions \u2013 say, \u201croutine\u201d software bug fixing and maintenance where there is really no scope for \u201clearning, enjoyment and fulfillment\u201d (you may like to read My Team is not motivated!!!<\/a> by my colleague Prasanna Moses on this). Most of us would agree that there is far less drudgery at work in today\u2019s knowledge-centric world than even just 30 years ago. We would also agree that there is no such thing as 100% \u201csexy\u201d work (unless of course, you are doing breakthrough work of your calling \u2013 say, in quantum computing). So, when coachees complain about their current work\/role and the lack of sexiness thereof, I ask them questions about what makes it boring, what they can do about it and so on \u2013 hopefully making them better aware of interesting possibilities in what they were doing. In some cases, people have hinted to me that they are considering quitting their \u201cboring\u201d job and looking for a reaction. Under such circumstances, to be fair to the coachee and to the coachee\u2019s employer (who is paying my fees!), I would say the best option is to ask the coachee questions exploring his rationale for leaving (without being judgmental on whether it is right or wrong) \u2013 like what does he think leaving the job will achieve, how will it get him closer to his goals, how is he sure that the same problems would not repeat themselves in the new organization and so on. The ultimate decision should be the coachee\u2019s based on introspection triggered by your questions. He may still choose to quit \u2013 but that is another matter! As far as you are concerned as a coach, you have played it fair & square. It is not unthinkable that you as the coach may actually agree with his rationale for seeking another job!<\/p>\n\n\n\n
A related aspect is also the organizational environment in which the coachee works \u2013 over & above his immediate work\/role discussed above. In sports coaching, the strong individual motivation is a given and the coachee has a great deal of control over what he can and cannot do to enhance his performance. The circumstances for software project managers are different. Their GROW model is in the context of an organization with its culture, policies, processes and so on. As a coach, I have encountered some real challenges here \u2013 the Project Manager may be aspiring to do something of value in his project but his line management and work environment may not be supportive. Some organizational policies can be insensitive to people and even draconian. In one software development organization, if project team members logged in less than 40 hours per week of approved work, there would be automatic cuts in their pay while the significant additional work needed at other times went scarcely noticed! How can one be expected to learn and enjoy their work in such an environment? In such cases, we do bring it up with the line management for addressing them and offer our help as well. To be honest, it worked sometimes and it did not in as many cases.<\/p>\n\n\n\n
In summary, as a practicing coach, you are bound to run into situations like the ones above which make you stop and ponder as to what extent theory can lead practice! You may need to introspect and think of newer ways of extending \u201ctheory\u201d or just use good old common sense and move on! At PM Power, we have the coaches\u2019 conclave where these situations are discussed to see how best to help the coachee considering all the circles of influence. It has significantly helped our coaches in specific situations and in honing their coaching skills in general.<\/p>\n\n\n\n
We invite you to share your coaching experiences (as a coach or a coachee) and we would be happy to share our perspectives which may be of help. You may reach us at info@pm-powerconsulting.com.<\/p>\n","post_title":"Journey of a coach - theory & practice (Part II)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-ii","to_ping":"","pinged":"","post_modified":"2024-01-29 10:54:32","post_modified_gmt":"2024-01-29 10:54:32","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1456","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1514,"post_author":"31","post_date":"2014-11-02 12:24:22","post_date_gmt":"2014-11-02 06:54:22","post_content":"\n
A speaker finishes a great speech \u2013 at least, HE thinks it is great! He then asks, \u201cAny questions?\u201d What does he expect? If I were him, I would expect the audience to demonstrate a level of understanding of what the speech was all about and ask meaningful questions - clarifying the ground covered and even extending from there.<\/p>\n\n\n\n
These are situations where one actually wants to be questioned to get a sense a satisfaction that the effort (the speech, in this case) has been worthwhile. But there are other situations where being questioned has a very negative connotation. It implies questioning the ability of the person being questioned or the work that he has done.<\/p>\n\n\n\n
The important thing is that the intent of questioning should be to seek understanding rather than putting down someone. Hence, even the tone of questioning is very important. Consider the difference between, \u201cWhy did you do THAT?\u201d and \u201cWhat are your reasons for doing THAT?\u201d<\/p>\n\n\n\n
The tone of the former question is judgmental while the same question asked differently demonstrates an openness and a neutral tone. The tone is important because it can either put people off & make them defensive or it can make them relaxed and explain their rationale for an idea or a course of action.<\/p>\n\n\n\n
From the above, it follows that there is a big difference between \u201cquestioning\u201d and \u201casking questions\u201d.<\/p>\n\n\n\n
$\"image\"$ <\/figure>\n\n\n\n
In the work context, a manager who adopts an approach of \u201casking questions\u201d enables an environment where his reportees apply their mind to the situation at hand and exercise their best judgment on the right course of action.<\/p>\n\n\n\n
The manager can use questions to expand the reportee\u2019s thinking and make him aware of aspects he may not have thought of (instead of just instructing him what to do).<\/p>\n\n\n\n
Hence asking questions contributes to the reportee\u2019s overall development and ability to deal with situations with minimal oversight. Equally important, it enables greater responsibility on the part of the reportee so that the implementation aspects of his suggestions are fully owned by him.<\/p>\n\n\n\n
Through this, the manager\u2019s time is also freed up from routine oversight functions to take up important but not urgent tasks.<\/p>\n\n\n\n
In a highly dynamic world, the approach of \u201casking questions\u201d is not just \u201ca nice to have\u201d but an imperative to empower people and ensure that the organization as a whole responds fast to changes in the environment.<\/p>\n\n\n\n
\u201cAsking questions\u201d is an essential part of the tool set of a coach who may be the line manager himself. You consciously adopt the approach for improving the \u201cawareness\u201d of the coachee and therefore, open his mind to his perceptions & other possibilities and take \u201cresponsibility\u201d for the options for actions that he chooses.<\/p>\n\n\n\n
Finally, adopting the approach of \u201casking questions\u201d needs a complementing skill which is ACTIVE listening. A coach cannot sustain a session of asking questions without actually listening well, understanding and re-phrasing of what the coachee says.<\/p>\n\n\n\n
As with most things in life, practice makes perfect \u2013 it takes time and experience to hone the approach of asking questions and the skill of active listening. But they can indeed be developed for individual and organizational benefit. The time to start is NOW!<\/p>\n","post_title":"Questioning and Asking Questions - what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"questioning-and-asking-questions-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:02","post_modified_gmt":"2024-01-29 10:55:02","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1514","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1448,"post_author":"31","post_date":"2014-11-02 06:59:09","post_date_gmt":"2014-11-02 01:29:09","post_content":"\n
This article is part of the series on \u201cJourney of a coach\u201d covering my experiences as a performance coach. You may have the read an earlier article in the series on \u201cJourney of a coach \u2013 the beginning\u201d<\/a>. The journey continues here...<\/p>\n\n\n\n
Yogi Berra, New York Yankees baseball player (arguably the best catcher of all time) said, \u201cIn theory, there is no difference between theory & practice. But in practice, there is!\u201d So, this article is about the theory & practice of coaching for performance \u2013 not baseball players but people managing software projects.<\/p>\n\n\n\n
In my context, the \u201ctheory\u201d was mostly \u201cCoaching for Performance\u201d by John Whitmore (by the way, there is another article of mine on Whitmore<\/a> if you are interested). The \u201cpractice\u201d was, of course, my actual experiences over the years.<\/p>\n\n\n\n
A caveat \u2013 I am not here to debunk theory and hail practice - as a cardiac surgeon might! I have a great deal of respect for Whitmore\u2019s book on Coaching for Performance. The book provided a solid reference and a practical guide for my work as a coach all these years.<\/p>\n\n\n\n
However, I do have my own \u201cinterpretations\u201d and \u201cextensions\u201d of the theory in actual practice which I wish to share. I will use the diagram below which shows the context for coaching.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
You can see the \u201ccircles of influence\u201d around the coachee which would have a bearing on coaching and its effectiveness. We will cover each of these circles with examples. Note that the coach\u2019s experience, beliefs and perceptions are also significant in the context in addition to his skills for coaching.<\/p>\n\n\n\n
Circle #1: Are all situations \u201ccoaching situations\u201d?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The first circle of influence is the coaching situation faced by the coachee at work. For example, it could be that he is recently promoted and finds gaining acceptance in his team a challenge.<\/p>\n\n\n\n
The question is whether all such work situations are amenable for coaching - whether you are the manager of the coachee or an external coach. If you follow the \u201ctheory\u201d (that is Whitmore), a coaching style can become the default management style of the entire organization for all occasions.<\/p>\n\n\n\n
In other words, all manager-reportee interactions can naturally follow the coaching style \u2013 the manager following the sequence of helping his reportee to identify the goal he is seeking to achieve, assess the current state of affairs, consider the available options to achieve the goal and making the commitment-making to make it happen.<\/p>\n\n\n\n
That is all very well, but what if you are a commando fighting a guerrilla war in a jungle and see a metal tube from the foliage pointing at you. Your commander (\u201cmanager\u201d) is not going to coach you through the situation, is he?<\/p>\n\n\n\n
There are also other equivalent (but less extreme) situations at work when time is of essence and all that the coachee needs is information or simple direction (like for example, how to balance staff loading in a project schedule).<\/p>\n\n\n\n
So, my interpretation of theory is that there is better pay-off of coaching in some situations than others. However, there are many, many work situations wherein the quality of work<\/b> or results<\/b> is very important, the learning<\/b> for the coachee very important and it is not an emergency<\/b>. Coaching is very relevant in those cases.<\/p>\n\n\n\n
Circle #2: Are people always receptive to coaching?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The next circle of influence is relating to how receptive people are to coaching even if their work situation was amenable for it.<\/p>\n\n\n\n
Are they motivated enough to become more aware<\/b> and take responsibility<\/b> by themselves and not just because their employer has enrolled them in a training & coaching program?<\/p>\n\n\n\n
Maslow\u2019s theory is that motivation is linked to the stage an individual is at in a hierarchy of needs (see diagram below from Whitmore\u2019s Coaching for Performance). Note that Whitmore has split Maslow\u2019s Esteem stage into two \u2013 Esteem from others and Self-esteem.<\/p>\n\n\n\n
At the stage of Esteem from others, one is looking \u201cexternal\u201d recognition and prestige as motivators. At the stage of Self-esteem, external motivators tend to become less important. More important is the need to make a difference and being empowered to do so enhancing self-esteem. This self-esteem stage is where coaching makes the biggest impact for personal growth.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
Source: Coaching for Performance by John Whitmore<\/i><\/p>\n\n\n\n
There are a few more \u201ccircles\u201d to cover which we will in Part II of the article.<\/p>\n\n\n\n
Till then...<\/p>\n","post_title":"Journey of a coach - theory & practice (Part I)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-i","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:34","post_modified_gmt":"2024-01-29 10:55:34","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1521,"post_author":"26","post_date":"2014-10-30 10:57:02","post_date_gmt":"2014-10-30 05:27:02","post_content":"\n
$\"Network_whenhow2\"$ <\/a><\/figure>\n\n\n\n
One is never without a network and if you are reading this - it may be more to know how to grow it and\/or to overcome obstacles, often due to one's level comfort with so called \"networking\".<\/p>\n\n\n\n
If you look at how you:<\/p>\n\n\n\n
\n
got the opportunity to work in your current position<\/li>\n\n\n\n
got into your college\/school<\/li>\n\n\n\n
got your house on rent or bought your apartment<\/li>\n<\/ul>\n\n\n\n
you will see that a network - formal, informal or virtual (internet based) was at play.<\/p>\n\n\n\n
I will focus on growing your professional network and a few simple steps for it and not delve into specifics of social media, as all of you would be familiar with it.<\/p>\n\n\n\n
First, start with your existing network - which will be your current and past colleagues, your college and school alumni, friends and family. See that you stay in touch with them, by meeting them up or electronically, if you are not in touch start right away. Sending greetings for important occasions, festivals and events is a good way to start. Make it a point to call a few of them over the commute\/ weekends and work on the complete list slowly and steadily, start at top the list again once you complete it.<\/p>\n\n\n\n
What if you need to ask for a reference or a favor from a person with whom you are not in regular touch. The best way to is to be honest, there is no point in coming up with a phony reason to get in touch with them and ask for what you want. Your honesty will be appreciated, after that do thank them and make an effort to stay in touch with them. See that your nurture this set of contacts where you have already made a start.<\/p>\n\n\n\n
Once, when I was looking out for a job using my network, I made it a point to call and thank all those who forwarded my resume to their contacts and I sent a book as a gift to thank all those contacts whose help took me to the interview stage. I did it without any motive and what amazed me was the warmth from these contacts in all my future interactions.<\/p>\n\n\n\n
Second area to focus on are the professional events - there will be events where your technical or managerial domain will be the focus. You may be sponsored\/encouraged by your organizations to attend them, do not let is pass citing an excuse of being busy. Do make time to attend a few of them. If you find that you do not have this opportunity then see that you find such events and enroll yourself.<\/p>\n\n\n\n
In my experience these events certainly help you make a few contacts, you will always find a few persons whom you will find interesting and knowledgeable and connect effortlessly. The key is to nurture this - see that you follow-up with a mail and\/or a call.<\/p>\n\n\n\n
If you are the type who feels inhibited to make an opening, then do not worry. I was advised by one of my mentors to just listen and not worry about talking and enjoy being there. If you listen and observe intently you will find yourself talking soon. Your focus on the interactions and not on your perceived ability, does the trick. Try it a couple of times and see for yourself.<\/p>\n\n\n\n
Lastly, for anything to succeed one has to have the desire, then comes the effort and discipline for achieving it. A small progress or a step with positive result, is the best encouragement for you to strive towards your goals. Do ponder on your actions and results to stay focused on continuing to do this.<\/p>\n\n\n\n
One related question I hear from many of my coachees is \"visibility\" within the organization. More on that in a later post.<\/p>\n","post_title":"Networking - when and how to begin?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"networking-when-and-how-to-begin","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:58","post_modified_gmt":"2024-01-29 14:50:58","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1521","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1517,"post_author":"30","post_date":"2014-10-29 09:30:26","post_date_gmt":"2014-10-29 04:00:26","post_content":"\n
$\"sell-it\"$ <\/a><\/figure>\n\n\n\n
As a child, I used to come up with various ideas for almost anything, and ask for Rs. 1000\/- per idea. Being a child, nobody would want to pay money, that too a thousand Rupees \u2013 but, I would get something else as an appreciation for my efforts. A toffee, a cone ice cream etc.<\/p>\n\n\n\n
Further on, when I used to be active in small groups, selling was more of ideas and to get the team to converge on something, that the group can take as an action.<\/p>\n\n\n\n
As a team leader, I needed to sell the vision of the project to the team, to get everybody\u2019s buy in.<\/p>\n\n\n\n
More recently, I have been in contact with many aspiring and active entrepreneurs. Selling is something that they do with every breath.<\/p>\n\n\n\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 10 of 12 Previous 1 … 9 10 11 12 Next

\n
- Poor quality output<\/p>\n\n\n\n
- Low productivity<\/p>\n\n\n\n
- Missed schedules etc.<\/p>\n\n\n\n
Command & Control might also impact development of team members negatively. Teams might wait for manager to give instruction. They might hesitate to take initiative as it might get overruled by the manager. They might stop thinking new & innovative ideas as the manager will always tell them what to do.<\/p>\n\n\n\n
On the other hand, with Coaching as the leadership style, managers will empower the team members to come out with new ideas, solutions and encourage them to implement them. They will help the team members to discover their strengths by asking questions & challenging them. This builds motivation and ownership in the team members.<\/p>\n\n\n\n
Having said that, there are situations where Managers need to use command & control approaches. For example, in a fire fighting situation where extremely quick response in needed. There will be a need for different approaches for different team members \u2013 someone may need more directive input & constant oversight and someone may need a lot of freedom.<\/p>\n\n\n\n
A good leader is one who has high self awareness, self-regulation, self-motivation and empathy through which he\/she can sense and respond differently, in a conscious way, to different situations & different people.<\/p>\n\n\n\n
However, to be a good Leader, coaching way of management style should be the most natural approach and command & control should be the exception.<\/p>\n","post_title":"Coaching vs Command & Control style of Management","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"coaching-vs-command-control-style-of-management","to_ping":"","pinged":"","post_modified":"2024-01-29 15:34:20","post_modified_gmt":"2024-01-29 15:34:20","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1519","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1456,"post_author":"31","post_date":"2014-11-09 12:15:37","post_date_gmt":"2014-11-09 06:45:37","post_content":"\n
In an earlier article \u201cJourney of a coach \u2013 theory & practice (Part I)<\/a>, we introduced the \u201ccircles of influence\u201d which form the context (see diagram below) for coaching process.<\/p>\n\n\n\n
$\"image\"$ <\/a> The circles in the diagram above have a significant bearing on coaching effectiveness and need to be addressed by the coach using the theory of coaching (such as Whitmore\u2019s book on \u201cCoaching for Performance\u201d). In the case of some circles, the theory may \u201cend\u201d at some point and the coach will have \u201cinterpret\u201d and \u201cextend\u201d it for the specific coachee situation at hand.<\/p>\n\n\n\n
We covered the following in Part I of this article:<\/p>\n\n\n\n
\u00b7 Circle #1: Are all situations \u201ccoaching situations\u201d?<\/p>\n\n\n\n
\u00b7 Circle #2: Are people always receptive to coaching?<\/p>\n\n\n\n
In this Part II, we will cover the two remaining circles.<\/p>\n\n\n\n
Circle #3: Are coaches sometimes helpless?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
Circle #3 above regarding \u201cbeliefs, perceptions and personal circumstances\u201d can actually be quite a hard shell hindering coaching progress. But it is often an invisible hard shell because people will share only so much of their innermost beliefs and personal circumstances even though they are impacting their work performance. Coaches make chance discoveries of this shell in the Reality check part (that is, the current state of affairs that needs to improve to meet the Goal) of the Goal-Reality-Options-Will (GROW) model of Whitmore. Here are examples:<\/p>\n\n\n\n
\u00b7 A coachee once candidly admitted that he was himself the reason for his declining performance at work. The reason was that his family was going through his sister\u2019s painful divorce in the US and her life coming back to India. He just could not go about work as usual<\/p>\n\n\n\n
\u00b7 A second coachee had a lot of issues with his manager. He felt that the manager\u2019s lack of domain knowledge resulted in his not realizing & recognizing the value of the coachee\u2019s work. In addition, the coachee seemed to indicate that lack of recognition of his work had to do with his belonging to a minority religious community in India<\/p>\n\n\n\n
\u00b7 Yet another coachee told my colleague (also a Performance Coach) that her problems arose because her boss was an inveterate woman-hater<\/p>\n\n\n\n
These are situations of tight-rope walking for a performance coach! In situations of personal crisis, the coach may only help by sympathetic and patient listening. This may help the coachee more than one would think \u2013 just getting the problem \u201coff his chest\u201d often helps and relieves stress. Being less stressed, he may be able to come to grips with his personal predicament and deal with it better. However, coachee\u2019s entrenched beliefs on, say, religion and gender can be very challenging for the coach to deal with. Some deep-rooted beliefs may indicate pathology needing help from a trained therapist \u2013 far beyond the scope of performance coaching and the ability of the coach.<\/p>\n\n\n\n
Circle #4: Is the coachee\u2019s work environment conducive?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The last circle of influence is the coachee\u2019s work. Sometimes, people have told me that they are \u201cstuck\u201d in positions \u2013 say, \u201croutine\u201d software bug fixing and maintenance where there is really no scope for \u201clearning, enjoyment and fulfillment\u201d (you may like to read My Team is not motivated!!!<\/a> by my colleague Prasanna Moses on this). Most of us would agree that there is far less drudgery at work in today\u2019s knowledge-centric world than even just 30 years ago. We would also agree that there is no such thing as 100% \u201csexy\u201d work (unless of course, you are doing breakthrough work of your calling \u2013 say, in quantum computing). So, when coachees complain about their current work\/role and the lack of sexiness thereof, I ask them questions about what makes it boring, what they can do about it and so on \u2013 hopefully making them better aware of interesting possibilities in what they were doing. In some cases, people have hinted to me that they are considering quitting their \u201cboring\u201d job and looking for a reaction. Under such circumstances, to be fair to the coachee and to the coachee\u2019s employer (who is paying my fees!), I would say the best option is to ask the coachee questions exploring his rationale for leaving (without being judgmental on whether it is right or wrong) \u2013 like what does he think leaving the job will achieve, how will it get him closer to his goals, how is he sure that the same problems would not repeat themselves in the new organization and so on. The ultimate decision should be the coachee\u2019s based on introspection triggered by your questions. He may still choose to quit \u2013 but that is another matter! As far as you are concerned as a coach, you have played it fair & square. It is not unthinkable that you as the coach may actually agree with his rationale for seeking another job!<\/p>\n\n\n\n
A related aspect is also the organizational environment in which the coachee works \u2013 over & above his immediate work\/role discussed above. In sports coaching, the strong individual motivation is a given and the coachee has a great deal of control over what he can and cannot do to enhance his performance. The circumstances for software project managers are different. Their GROW model is in the context of an organization with its culture, policies, processes and so on. As a coach, I have encountered some real challenges here \u2013 the Project Manager may be aspiring to do something of value in his project but his line management and work environment may not be supportive. Some organizational policies can be insensitive to people and even draconian. In one software development organization, if project team members logged in less than 40 hours per week of approved work, there would be automatic cuts in their pay while the significant additional work needed at other times went scarcely noticed! How can one be expected to learn and enjoy their work in such an environment? In such cases, we do bring it up with the line management for addressing them and offer our help as well. To be honest, it worked sometimes and it did not in as many cases.<\/p>\n\n\n\n
In summary, as a practicing coach, you are bound to run into situations like the ones above which make you stop and ponder as to what extent theory can lead practice! You may need to introspect and think of newer ways of extending \u201ctheory\u201d or just use good old common sense and move on! At PM Power, we have the coaches\u2019 conclave where these situations are discussed to see how best to help the coachee considering all the circles of influence. It has significantly helped our coaches in specific situations and in honing their coaching skills in general.<\/p>\n\n\n\n
We invite you to share your coaching experiences (as a coach or a coachee) and we would be happy to share our perspectives which may be of help. You may reach us at info@pm-powerconsulting.com.<\/p>\n","post_title":"Journey of a coach - theory & practice (Part II)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-ii","to_ping":"","pinged":"","post_modified":"2024-01-29 10:54:32","post_modified_gmt":"2024-01-29 10:54:32","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1456","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1514,"post_author":"31","post_date":"2014-11-02 12:24:22","post_date_gmt":"2014-11-02 06:54:22","post_content":"\n
A speaker finishes a great speech \u2013 at least, HE thinks it is great! He then asks, \u201cAny questions?\u201d What does he expect? If I were him, I would expect the audience to demonstrate a level of understanding of what the speech was all about and ask meaningful questions - clarifying the ground covered and even extending from there.<\/p>\n\n\n\n
These are situations where one actually wants to be questioned to get a sense a satisfaction that the effort (the speech, in this case) has been worthwhile. But there are other situations where being questioned has a very negative connotation. It implies questioning the ability of the person being questioned or the work that he has done.<\/p>\n\n\n\n
The important thing is that the intent of questioning should be to seek understanding rather than putting down someone. Hence, even the tone of questioning is very important. Consider the difference between, \u201cWhy did you do THAT?\u201d and \u201cWhat are your reasons for doing THAT?\u201d<\/p>\n\n\n\n
The tone of the former question is judgmental while the same question asked differently demonstrates an openness and a neutral tone. The tone is important because it can either put people off & make them defensive or it can make them relaxed and explain their rationale for an idea or a course of action.<\/p>\n\n\n\n
From the above, it follows that there is a big difference between \u201cquestioning\u201d and \u201casking questions\u201d.<\/p>\n\n\n\n
$\"image\"$ <\/figure>\n\n\n\n
In the work context, a manager who adopts an approach of \u201casking questions\u201d enables an environment where his reportees apply their mind to the situation at hand and exercise their best judgment on the right course of action.<\/p>\n\n\n\n
The manager can use questions to expand the reportee\u2019s thinking and make him aware of aspects he may not have thought of (instead of just instructing him what to do).<\/p>\n\n\n\n
Hence asking questions contributes to the reportee\u2019s overall development and ability to deal with situations with minimal oversight. Equally important, it enables greater responsibility on the part of the reportee so that the implementation aspects of his suggestions are fully owned by him.<\/p>\n\n\n\n
Through this, the manager\u2019s time is also freed up from routine oversight functions to take up important but not urgent tasks.<\/p>\n\n\n\n
In a highly dynamic world, the approach of \u201casking questions\u201d is not just \u201ca nice to have\u201d but an imperative to empower people and ensure that the organization as a whole responds fast to changes in the environment.<\/p>\n\n\n\n
\u201cAsking questions\u201d is an essential part of the tool set of a coach who may be the line manager himself. You consciously adopt the approach for improving the \u201cawareness\u201d of the coachee and therefore, open his mind to his perceptions & other possibilities and take \u201cresponsibility\u201d for the options for actions that he chooses.<\/p>\n\n\n\n
Finally, adopting the approach of \u201casking questions\u201d needs a complementing skill which is ACTIVE listening. A coach cannot sustain a session of asking questions without actually listening well, understanding and re-phrasing of what the coachee says.<\/p>\n\n\n\n
As with most things in life, practice makes perfect \u2013 it takes time and experience to hone the approach of asking questions and the skill of active listening. But they can indeed be developed for individual and organizational benefit. The time to start is NOW!<\/p>\n","post_title":"Questioning and Asking Questions - what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"questioning-and-asking-questions-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:02","post_modified_gmt":"2024-01-29 10:55:02","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1514","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1448,"post_author":"31","post_date":"2014-11-02 06:59:09","post_date_gmt":"2014-11-02 01:29:09","post_content":"\n
This article is part of the series on \u201cJourney of a coach\u201d covering my experiences as a performance coach. You may have the read an earlier article in the series on \u201cJourney of a coach \u2013 the beginning\u201d<\/a>. The journey continues here...<\/p>\n\n\n\n
Yogi Berra, New York Yankees baseball player (arguably the best catcher of all time) said, \u201cIn theory, there is no difference between theory & practice. But in practice, there is!\u201d So, this article is about the theory & practice of coaching for performance \u2013 not baseball players but people managing software projects.<\/p>\n\n\n\n
In my context, the \u201ctheory\u201d was mostly \u201cCoaching for Performance\u201d by John Whitmore (by the way, there is another article of mine on Whitmore<\/a> if you are interested). The \u201cpractice\u201d was, of course, my actual experiences over the years.<\/p>\n\n\n\n
A caveat \u2013 I am not here to debunk theory and hail practice - as a cardiac surgeon might! I have a great deal of respect for Whitmore\u2019s book on Coaching for Performance. The book provided a solid reference and a practical guide for my work as a coach all these years.<\/p>\n\n\n\n
However, I do have my own \u201cinterpretations\u201d and \u201cextensions\u201d of the theory in actual practice which I wish to share. I will use the diagram below which shows the context for coaching.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
You can see the \u201ccircles of influence\u201d around the coachee which would have a bearing on coaching and its effectiveness. We will cover each of these circles with examples. Note that the coach\u2019s experience, beliefs and perceptions are also significant in the context in addition to his skills for coaching.<\/p>\n\n\n\n
Circle #1: Are all situations \u201ccoaching situations\u201d?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The first circle of influence is the coaching situation faced by the coachee at work. For example, it could be that he is recently promoted and finds gaining acceptance in his team a challenge.<\/p>\n\n\n\n
The question is whether all such work situations are amenable for coaching - whether you are the manager of the coachee or an external coach. If you follow the \u201ctheory\u201d (that is Whitmore), a coaching style can become the default management style of the entire organization for all occasions.<\/p>\n\n\n\n
In other words, all manager-reportee interactions can naturally follow the coaching style \u2013 the manager following the sequence of helping his reportee to identify the goal he is seeking to achieve, assess the current state of affairs, consider the available options to achieve the goal and making the commitment-making to make it happen.<\/p>\n\n\n\n
That is all very well, but what if you are a commando fighting a guerrilla war in a jungle and see a metal tube from the foliage pointing at you. Your commander (\u201cmanager\u201d) is not going to coach you through the situation, is he?<\/p>\n\n\n\n
There are also other equivalent (but less extreme) situations at work when time is of essence and all that the coachee needs is information or simple direction (like for example, how to balance staff loading in a project schedule).<\/p>\n\n\n\n
So, my interpretation of theory is that there is better pay-off of coaching in some situations than others. However, there are many, many work situations wherein the quality of work<\/b> or results<\/b> is very important, the learning<\/b> for the coachee very important and it is not an emergency<\/b>. Coaching is very relevant in those cases.<\/p>\n\n\n\n
Circle #2: Are people always receptive to coaching?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The next circle of influence is relating to how receptive people are to coaching even if their work situation was amenable for it.<\/p>\n\n\n\n
Are they motivated enough to become more aware<\/b> and take responsibility<\/b> by themselves and not just because their employer has enrolled them in a training & coaching program?<\/p>\n\n\n\n
Maslow\u2019s theory is that motivation is linked to the stage an individual is at in a hierarchy of needs (see diagram below from Whitmore\u2019s Coaching for Performance). Note that Whitmore has split Maslow\u2019s Esteem stage into two \u2013 Esteem from others and Self-esteem.<\/p>\n\n\n\n
At the stage of Esteem from others, one is looking \u201cexternal\u201d recognition and prestige as motivators. At the stage of Self-esteem, external motivators tend to become less important. More important is the need to make a difference and being empowered to do so enhancing self-esteem. This self-esteem stage is where coaching makes the biggest impact for personal growth.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
Source: Coaching for Performance by John Whitmore<\/i><\/p>\n\n\n\n
There are a few more \u201ccircles\u201d to cover which we will in Part II of the article.<\/p>\n\n\n\n
Till then...<\/p>\n","post_title":"Journey of a coach - theory & practice (Part I)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-i","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:34","post_modified_gmt":"2024-01-29 10:55:34","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1521,"post_author":"26","post_date":"2014-10-30 10:57:02","post_date_gmt":"2014-10-30 05:27:02","post_content":"\n
$\"Network_whenhow2\"$ <\/a><\/figure>\n\n\n\n
One is never without a network and if you are reading this - it may be more to know how to grow it and\/or to overcome obstacles, often due to one's level comfort with so called \"networking\".<\/p>\n\n\n\n
If you look at how you:<\/p>\n\n\n\n
\n
got the opportunity to work in your current position<\/li>\n\n\n\n
got into your college\/school<\/li>\n\n\n\n
got your house on rent or bought your apartment<\/li>\n<\/ul>\n\n\n\n
you will see that a network - formal, informal or virtual (internet based) was at play.<\/p>\n\n\n\n
I will focus on growing your professional network and a few simple steps for it and not delve into specifics of social media, as all of you would be familiar with it.<\/p>\n\n\n\n
First, start with your existing network - which will be your current and past colleagues, your college and school alumni, friends and family. See that you stay in touch with them, by meeting them up or electronically, if you are not in touch start right away. Sending greetings for important occasions, festivals and events is a good way to start. Make it a point to call a few of them over the commute\/ weekends and work on the complete list slowly and steadily, start at top the list again once you complete it.<\/p>\n\n\n\n
What if you need to ask for a reference or a favor from a person with whom you are not in regular touch. The best way to is to be honest, there is no point in coming up with a phony reason to get in touch with them and ask for what you want. Your honesty will be appreciated, after that do thank them and make an effort to stay in touch with them. See that your nurture this set of contacts where you have already made a start.<\/p>\n\n\n\n
Once, when I was looking out for a job using my network, I made it a point to call and thank all those who forwarded my resume to their contacts and I sent a book as a gift to thank all those contacts whose help took me to the interview stage. I did it without any motive and what amazed me was the warmth from these contacts in all my future interactions.<\/p>\n\n\n\n
Second area to focus on are the professional events - there will be events where your technical or managerial domain will be the focus. You may be sponsored\/encouraged by your organizations to attend them, do not let is pass citing an excuse of being busy. Do make time to attend a few of them. If you find that you do not have this opportunity then see that you find such events and enroll yourself.<\/p>\n\n\n\n
In my experience these events certainly help you make a few contacts, you will always find a few persons whom you will find interesting and knowledgeable and connect effortlessly. The key is to nurture this - see that you follow-up with a mail and\/or a call.<\/p>\n\n\n\n
If you are the type who feels inhibited to make an opening, then do not worry. I was advised by one of my mentors to just listen and not worry about talking and enjoy being there. If you listen and observe intently you will find yourself talking soon. Your focus on the interactions and not on your perceived ability, does the trick. Try it a couple of times and see for yourself.<\/p>\n\n\n\n
Lastly, for anything to succeed one has to have the desire, then comes the effort and discipline for achieving it. A small progress or a step with positive result, is the best encouragement for you to strive towards your goals. Do ponder on your actions and results to stay focused on continuing to do this.<\/p>\n\n\n\n
One related question I hear from many of my coachees is \"visibility\" within the organization. More on that in a later post.<\/p>\n","post_title":"Networking - when and how to begin?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"networking-when-and-how-to-begin","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:58","post_modified_gmt":"2024-01-29 14:50:58","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1521","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1517,"post_author":"30","post_date":"2014-10-29 09:30:26","post_date_gmt":"2014-10-29 04:00:26","post_content":"\n
$\"sell-it\"$ <\/a><\/figure>\n\n\n\n
As a child, I used to come up with various ideas for almost anything, and ask for Rs. 1000\/- per idea. Being a child, nobody would want to pay money, that too a thousand Rupees \u2013 but, I would get something else as an appreciation for my efforts. A toffee, a cone ice cream etc.<\/p>\n\n\n\n
Further on, when I used to be active in small groups, selling was more of ideas and to get the team to converge on something, that the group can take as an action.<\/p>\n\n\n\n
As a team leader, I needed to sell the vision of the project to the team, to get everybody\u2019s buy in.<\/p>\n\n\n\n
More recently, I have been in contact with many aspiring and active entrepreneurs. Selling is something that they do with every breath.<\/p>\n\n\n\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 10 of 12 Previous 1 … 9 10 11 12 Next

\n
- Low motivation<\/p>\n\n\n\n
- Poor quality output<\/p>\n\n\n\n
- Low productivity<\/p>\n\n\n\n
- Missed schedules etc.<\/p>\n\n\n\n
Command & Control might also impact development of team members negatively. Teams might wait for manager to give instruction. They might hesitate to take initiative as it might get overruled by the manager. They might stop thinking new & innovative ideas as the manager will always tell them what to do.<\/p>\n\n\n\n
On the other hand, with Coaching as the leadership style, managers will empower the team members to come out with new ideas, solutions and encourage them to implement them. They will help the team members to discover their strengths by asking questions & challenging them. This builds motivation and ownership in the team members.<\/p>\n\n\n\n
Having said that, there are situations where Managers need to use command & control approaches. For example, in a fire fighting situation where extremely quick response in needed. There will be a need for different approaches for different team members \u2013 someone may need more directive input & constant oversight and someone may need a lot of freedom.<\/p>\n\n\n\n
A good leader is one who has high self awareness, self-regulation, self-motivation and empathy through which he\/she can sense and respond differently, in a conscious way, to different situations & different people.<\/p>\n\n\n\n
However, to be a good Leader, coaching way of management style should be the most natural approach and command & control should be the exception.<\/p>\n","post_title":"Coaching vs Command & Control style of Management","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"coaching-vs-command-control-style-of-management","to_ping":"","pinged":"","post_modified":"2024-01-29 15:34:20","post_modified_gmt":"2024-01-29 15:34:20","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1519","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1456,"post_author":"31","post_date":"2014-11-09 12:15:37","post_date_gmt":"2014-11-09 06:45:37","post_content":"\n
In an earlier article \u201cJourney of a coach \u2013 theory & practice (Part I)<\/a>, we introduced the \u201ccircles of influence\u201d which form the context (see diagram below) for coaching process.<\/p>\n\n\n\n
$\"image\"$ <\/a> The circles in the diagram above have a significant bearing on coaching effectiveness and need to be addressed by the coach using the theory of coaching (such as Whitmore\u2019s book on \u201cCoaching for Performance\u201d). In the case of some circles, the theory may \u201cend\u201d at some point and the coach will have \u201cinterpret\u201d and \u201cextend\u201d it for the specific coachee situation at hand.<\/p>\n\n\n\n
We covered the following in Part I of this article:<\/p>\n\n\n\n
\u00b7 Circle #1: Are all situations \u201ccoaching situations\u201d?<\/p>\n\n\n\n
\u00b7 Circle #2: Are people always receptive to coaching?<\/p>\n\n\n\n
In this Part II, we will cover the two remaining circles.<\/p>\n\n\n\n
Circle #3: Are coaches sometimes helpless?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
Circle #3 above regarding \u201cbeliefs, perceptions and personal circumstances\u201d can actually be quite a hard shell hindering coaching progress. But it is often an invisible hard shell because people will share only so much of their innermost beliefs and personal circumstances even though they are impacting their work performance. Coaches make chance discoveries of this shell in the Reality check part (that is, the current state of affairs that needs to improve to meet the Goal) of the Goal-Reality-Options-Will (GROW) model of Whitmore. Here are examples:<\/p>\n\n\n\n
\u00b7 A coachee once candidly admitted that he was himself the reason for his declining performance at work. The reason was that his family was going through his sister\u2019s painful divorce in the US and her life coming back to India. He just could not go about work as usual<\/p>\n\n\n\n
\u00b7 A second coachee had a lot of issues with his manager. He felt that the manager\u2019s lack of domain knowledge resulted in his not realizing & recognizing the value of the coachee\u2019s work. In addition, the coachee seemed to indicate that lack of recognition of his work had to do with his belonging to a minority religious community in India<\/p>\n\n\n\n
\u00b7 Yet another coachee told my colleague (also a Performance Coach) that her problems arose because her boss was an inveterate woman-hater<\/p>\n\n\n\n
These are situations of tight-rope walking for a performance coach! In situations of personal crisis, the coach may only help by sympathetic and patient listening. This may help the coachee more than one would think \u2013 just getting the problem \u201coff his chest\u201d often helps and relieves stress. Being less stressed, he may be able to come to grips with his personal predicament and deal with it better. However, coachee\u2019s entrenched beliefs on, say, religion and gender can be very challenging for the coach to deal with. Some deep-rooted beliefs may indicate pathology needing help from a trained therapist \u2013 far beyond the scope of performance coaching and the ability of the coach.<\/p>\n\n\n\n
Circle #4: Is the coachee\u2019s work environment conducive?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The last circle of influence is the coachee\u2019s work. Sometimes, people have told me that they are \u201cstuck\u201d in positions \u2013 say, \u201croutine\u201d software bug fixing and maintenance where there is really no scope for \u201clearning, enjoyment and fulfillment\u201d (you may like to read My Team is not motivated!!!<\/a> by my colleague Prasanna Moses on this). Most of us would agree that there is far less drudgery at work in today\u2019s knowledge-centric world than even just 30 years ago. We would also agree that there is no such thing as 100% \u201csexy\u201d work (unless of course, you are doing breakthrough work of your calling \u2013 say, in quantum computing). So, when coachees complain about their current work\/role and the lack of sexiness thereof, I ask them questions about what makes it boring, what they can do about it and so on \u2013 hopefully making them better aware of interesting possibilities in what they were doing. In some cases, people have hinted to me that they are considering quitting their \u201cboring\u201d job and looking for a reaction. Under such circumstances, to be fair to the coachee and to the coachee\u2019s employer (who is paying my fees!), I would say the best option is to ask the coachee questions exploring his rationale for leaving (without being judgmental on whether it is right or wrong) \u2013 like what does he think leaving the job will achieve, how will it get him closer to his goals, how is he sure that the same problems would not repeat themselves in the new organization and so on. The ultimate decision should be the coachee\u2019s based on introspection triggered by your questions. He may still choose to quit \u2013 but that is another matter! As far as you are concerned as a coach, you have played it fair & square. It is not unthinkable that you as the coach may actually agree with his rationale for seeking another job!<\/p>\n\n\n\n
A related aspect is also the organizational environment in which the coachee works \u2013 over & above his immediate work\/role discussed above. In sports coaching, the strong individual motivation is a given and the coachee has a great deal of control over what he can and cannot do to enhance his performance. The circumstances for software project managers are different. Their GROW model is in the context of an organization with its culture, policies, processes and so on. As a coach, I have encountered some real challenges here \u2013 the Project Manager may be aspiring to do something of value in his project but his line management and work environment may not be supportive. Some organizational policies can be insensitive to people and even draconian. In one software development organization, if project team members logged in less than 40 hours per week of approved work, there would be automatic cuts in their pay while the significant additional work needed at other times went scarcely noticed! How can one be expected to learn and enjoy their work in such an environment? In such cases, we do bring it up with the line management for addressing them and offer our help as well. To be honest, it worked sometimes and it did not in as many cases.<\/p>\n\n\n\n
In summary, as a practicing coach, you are bound to run into situations like the ones above which make you stop and ponder as to what extent theory can lead practice! You may need to introspect and think of newer ways of extending \u201ctheory\u201d or just use good old common sense and move on! At PM Power, we have the coaches\u2019 conclave where these situations are discussed to see how best to help the coachee considering all the circles of influence. It has significantly helped our coaches in specific situations and in honing their coaching skills in general.<\/p>\n\n\n\n
We invite you to share your coaching experiences (as a coach or a coachee) and we would be happy to share our perspectives which may be of help. You may reach us at info@pm-powerconsulting.com.<\/p>\n","post_title":"Journey of a coach - theory & practice (Part II)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-ii","to_ping":"","pinged":"","post_modified":"2024-01-29 10:54:32","post_modified_gmt":"2024-01-29 10:54:32","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1456","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1514,"post_author":"31","post_date":"2014-11-02 12:24:22","post_date_gmt":"2014-11-02 06:54:22","post_content":"\n
A speaker finishes a great speech \u2013 at least, HE thinks it is great! He then asks, \u201cAny questions?\u201d What does he expect? If I were him, I would expect the audience to demonstrate a level of understanding of what the speech was all about and ask meaningful questions - clarifying the ground covered and even extending from there.<\/p>\n\n\n\n
These are situations where one actually wants to be questioned to get a sense a satisfaction that the effort (the speech, in this case) has been worthwhile. But there are other situations where being questioned has a very negative connotation. It implies questioning the ability of the person being questioned or the work that he has done.<\/p>\n\n\n\n
The important thing is that the intent of questioning should be to seek understanding rather than putting down someone. Hence, even the tone of questioning is very important. Consider the difference between, \u201cWhy did you do THAT?\u201d and \u201cWhat are your reasons for doing THAT?\u201d<\/p>\n\n\n\n
The tone of the former question is judgmental while the same question asked differently demonstrates an openness and a neutral tone. The tone is important because it can either put people off & make them defensive or it can make them relaxed and explain their rationale for an idea or a course of action.<\/p>\n\n\n\n
From the above, it follows that there is a big difference between \u201cquestioning\u201d and \u201casking questions\u201d.<\/p>\n\n\n\n
$\"image\"$ <\/figure>\n\n\n\n
In the work context, a manager who adopts an approach of \u201casking questions\u201d enables an environment where his reportees apply their mind to the situation at hand and exercise their best judgment on the right course of action.<\/p>\n\n\n\n
The manager can use questions to expand the reportee\u2019s thinking and make him aware of aspects he may not have thought of (instead of just instructing him what to do).<\/p>\n\n\n\n
Hence asking questions contributes to the reportee\u2019s overall development and ability to deal with situations with minimal oversight. Equally important, it enables greater responsibility on the part of the reportee so that the implementation aspects of his suggestions are fully owned by him.<\/p>\n\n\n\n
Through this, the manager\u2019s time is also freed up from routine oversight functions to take up important but not urgent tasks.<\/p>\n\n\n\n
In a highly dynamic world, the approach of \u201casking questions\u201d is not just \u201ca nice to have\u201d but an imperative to empower people and ensure that the organization as a whole responds fast to changes in the environment.<\/p>\n\n\n\n
\u201cAsking questions\u201d is an essential part of the tool set of a coach who may be the line manager himself. You consciously adopt the approach for improving the \u201cawareness\u201d of the coachee and therefore, open his mind to his perceptions & other possibilities and take \u201cresponsibility\u201d for the options for actions that he chooses.<\/p>\n\n\n\n
Finally, adopting the approach of \u201casking questions\u201d needs a complementing skill which is ACTIVE listening. A coach cannot sustain a session of asking questions without actually listening well, understanding and re-phrasing of what the coachee says.<\/p>\n\n\n\n
As with most things in life, practice makes perfect \u2013 it takes time and experience to hone the approach of asking questions and the skill of active listening. But they can indeed be developed for individual and organizational benefit. The time to start is NOW!<\/p>\n","post_title":"Questioning and Asking Questions - what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"questioning-and-asking-questions-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:02","post_modified_gmt":"2024-01-29 10:55:02","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1514","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1448,"post_author":"31","post_date":"2014-11-02 06:59:09","post_date_gmt":"2014-11-02 01:29:09","post_content":"\n
This article is part of the series on \u201cJourney of a coach\u201d covering my experiences as a performance coach. You may have the read an earlier article in the series on \u201cJourney of a coach \u2013 the beginning\u201d<\/a>. The journey continues here...<\/p>\n\n\n\n
Yogi Berra, New York Yankees baseball player (arguably the best catcher of all time) said, \u201cIn theory, there is no difference between theory & practice. But in practice, there is!\u201d So, this article is about the theory & practice of coaching for performance \u2013 not baseball players but people managing software projects.<\/p>\n\n\n\n
In my context, the \u201ctheory\u201d was mostly \u201cCoaching for Performance\u201d by John Whitmore (by the way, there is another article of mine on Whitmore<\/a> if you are interested). The \u201cpractice\u201d was, of course, my actual experiences over the years.<\/p>\n\n\n\n
A caveat \u2013 I am not here to debunk theory and hail practice - as a cardiac surgeon might! I have a great deal of respect for Whitmore\u2019s book on Coaching for Performance. The book provided a solid reference and a practical guide for my work as a coach all these years.<\/p>\n\n\n\n
However, I do have my own \u201cinterpretations\u201d and \u201cextensions\u201d of the theory in actual practice which I wish to share. I will use the diagram below which shows the context for coaching.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
You can see the \u201ccircles of influence\u201d around the coachee which would have a bearing on coaching and its effectiveness. We will cover each of these circles with examples. Note that the coach\u2019s experience, beliefs and perceptions are also significant in the context in addition to his skills for coaching.<\/p>\n\n\n\n
Circle #1: Are all situations \u201ccoaching situations\u201d?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The first circle of influence is the coaching situation faced by the coachee at work. For example, it could be that he is recently promoted and finds gaining acceptance in his team a challenge.<\/p>\n\n\n\n
The question is whether all such work situations are amenable for coaching - whether you are the manager of the coachee or an external coach. If you follow the \u201ctheory\u201d (that is Whitmore), a coaching style can become the default management style of the entire organization for all occasions.<\/p>\n\n\n\n
In other words, all manager-reportee interactions can naturally follow the coaching style \u2013 the manager following the sequence of helping his reportee to identify the goal he is seeking to achieve, assess the current state of affairs, consider the available options to achieve the goal and making the commitment-making to make it happen.<\/p>\n\n\n\n
That is all very well, but what if you are a commando fighting a guerrilla war in a jungle and see a metal tube from the foliage pointing at you. Your commander (\u201cmanager\u201d) is not going to coach you through the situation, is he?<\/p>\n\n\n\n
There are also other equivalent (but less extreme) situations at work when time is of essence and all that the coachee needs is information or simple direction (like for example, how to balance staff loading in a project schedule).<\/p>\n\n\n\n
So, my interpretation of theory is that there is better pay-off of coaching in some situations than others. However, there are many, many work situations wherein the quality of work<\/b> or results<\/b> is very important, the learning<\/b> for the coachee very important and it is not an emergency<\/b>. Coaching is very relevant in those cases.<\/p>\n\n\n\n
Circle #2: Are people always receptive to coaching?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The next circle of influence is relating to how receptive people are to coaching even if their work situation was amenable for it.<\/p>\n\n\n\n
Are they motivated enough to become more aware<\/b> and take responsibility<\/b> by themselves and not just because their employer has enrolled them in a training & coaching program?<\/p>\n\n\n\n
Maslow\u2019s theory is that motivation is linked to the stage an individual is at in a hierarchy of needs (see diagram below from Whitmore\u2019s Coaching for Performance). Note that Whitmore has split Maslow\u2019s Esteem stage into two \u2013 Esteem from others and Self-esteem.<\/p>\n\n\n\n
At the stage of Esteem from others, one is looking \u201cexternal\u201d recognition and prestige as motivators. At the stage of Self-esteem, external motivators tend to become less important. More important is the need to make a difference and being empowered to do so enhancing self-esteem. This self-esteem stage is where coaching makes the biggest impact for personal growth.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
Source: Coaching for Performance by John Whitmore<\/i><\/p>\n\n\n\n
There are a few more \u201ccircles\u201d to cover which we will in Part II of the article.<\/p>\n\n\n\n
Till then...<\/p>\n","post_title":"Journey of a coach - theory & practice (Part I)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-i","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:34","post_modified_gmt":"2024-01-29 10:55:34","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1521,"post_author":"26","post_date":"2014-10-30 10:57:02","post_date_gmt":"2014-10-30 05:27:02","post_content":"\n
$\"Network_whenhow2\"$ <\/a><\/figure>\n\n\n\n
One is never without a network and if you are reading this - it may be more to know how to grow it and\/or to overcome obstacles, often due to one's level comfort with so called \"networking\".<\/p>\n\n\n\n
If you look at how you:<\/p>\n\n\n\n
\n
got the opportunity to work in your current position<\/li>\n\n\n\n
got into your college\/school<\/li>\n\n\n\n
got your house on rent or bought your apartment<\/li>\n<\/ul>\n\n\n\n
you will see that a network - formal, informal or virtual (internet based) was at play.<\/p>\n\n\n\n
I will focus on growing your professional network and a few simple steps for it and not delve into specifics of social media, as all of you would be familiar with it.<\/p>\n\n\n\n
First, start with your existing network - which will be your current and past colleagues, your college and school alumni, friends and family. See that you stay in touch with them, by meeting them up or electronically, if you are not in touch start right away. Sending greetings for important occasions, festivals and events is a good way to start. Make it a point to call a few of them over the commute\/ weekends and work on the complete list slowly and steadily, start at top the list again once you complete it.<\/p>\n\n\n\n
What if you need to ask for a reference or a favor from a person with whom you are not in regular touch. The best way to is to be honest, there is no point in coming up with a phony reason to get in touch with them and ask for what you want. Your honesty will be appreciated, after that do thank them and make an effort to stay in touch with them. See that your nurture this set of contacts where you have already made a start.<\/p>\n\n\n\n
Once, when I was looking out for a job using my network, I made it a point to call and thank all those who forwarded my resume to their contacts and I sent a book as a gift to thank all those contacts whose help took me to the interview stage. I did it without any motive and what amazed me was the warmth from these contacts in all my future interactions.<\/p>\n\n\n\n
Second area to focus on are the professional events - there will be events where your technical or managerial domain will be the focus. You may be sponsored\/encouraged by your organizations to attend them, do not let is pass citing an excuse of being busy. Do make time to attend a few of them. If you find that you do not have this opportunity then see that you find such events and enroll yourself.<\/p>\n\n\n\n
In my experience these events certainly help you make a few contacts, you will always find a few persons whom you will find interesting and knowledgeable and connect effortlessly. The key is to nurture this - see that you follow-up with a mail and\/or a call.<\/p>\n\n\n\n
If you are the type who feels inhibited to make an opening, then do not worry. I was advised by one of my mentors to just listen and not worry about talking and enjoy being there. If you listen and observe intently you will find yourself talking soon. Your focus on the interactions and not on your perceived ability, does the trick. Try it a couple of times and see for yourself.<\/p>\n\n\n\n
Lastly, for anything to succeed one has to have the desire, then comes the effort and discipline for achieving it. A small progress or a step with positive result, is the best encouragement for you to strive towards your goals. Do ponder on your actions and results to stay focused on continuing to do this.<\/p>\n\n\n\n
One related question I hear from many of my coachees is \"visibility\" within the organization. More on that in a later post.<\/p>\n","post_title":"Networking - when and how to begin?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"networking-when-and-how-to-begin","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:58","post_modified_gmt":"2024-01-29 14:50:58","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1521","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1517,"post_author":"30","post_date":"2014-10-29 09:30:26","post_date_gmt":"2014-10-29 04:00:26","post_content":"\n
$\"sell-it\"$ <\/a><\/figure>\n\n\n\n
As a child, I used to come up with various ideas for almost anything, and ask for Rs. 1000\/- per idea. Being a child, nobody would want to pay money, that too a thousand Rupees \u2013 but, I would get something else as an appreciation for my efforts. A toffee, a cone ice cream etc.<\/p>\n\n\n\n
Further on, when I used to be active in small groups, selling was more of ideas and to get the team to converge on something, that the group can take as an action.<\/p>\n\n\n\n
As a team leader, I needed to sell the vision of the project to the team, to get everybody\u2019s buy in.<\/p>\n\n\n\n
More recently, I have been in contact with many aspiring and active entrepreneurs. Selling is something that they do with every breath.<\/p>\n\n\n\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 10 of 12 Previous 1 … 9 10 11 12 Next

\n
- Lack of ownership<\/p>\n\n\n\n
- Low motivation<\/p>\n\n\n\n
- Poor quality output<\/p>\n\n\n\n
- Low productivity<\/p>\n\n\n\n
- Missed schedules etc.<\/p>\n\n\n\n
Command & Control might also impact development of team members negatively. Teams might wait for manager to give instruction. They might hesitate to take initiative as it might get overruled by the manager. They might stop thinking new & innovative ideas as the manager will always tell them what to do.<\/p>\n\n\n\n
On the other hand, with Coaching as the leadership style, managers will empower the team members to come out with new ideas, solutions and encourage them to implement them. They will help the team members to discover their strengths by asking questions & challenging them. This builds motivation and ownership in the team members.<\/p>\n\n\n\n
Having said that, there are situations where Managers need to use command & control approaches. For example, in a fire fighting situation where extremely quick response in needed. There will be a need for different approaches for different team members \u2013 someone may need more directive input & constant oversight and someone may need a lot of freedom.<\/p>\n\n\n\n
A good leader is one who has high self awareness, self-regulation, self-motivation and empathy through which he\/she can sense and respond differently, in a conscious way, to different situations & different people.<\/p>\n\n\n\n
However, to be a good Leader, coaching way of management style should be the most natural approach and command & control should be the exception.<\/p>\n","post_title":"Coaching vs Command & Control style of Management","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"coaching-vs-command-control-style-of-management","to_ping":"","pinged":"","post_modified":"2024-01-29 15:34:20","post_modified_gmt":"2024-01-29 15:34:20","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1519","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1456,"post_author":"31","post_date":"2014-11-09 12:15:37","post_date_gmt":"2014-11-09 06:45:37","post_content":"\n
In an earlier article \u201cJourney of a coach \u2013 theory & practice (Part I)<\/a>, we introduced the \u201ccircles of influence\u201d which form the context (see diagram below) for coaching process.<\/p>\n\n\n\n
$\"image\"$ <\/a> The circles in the diagram above have a significant bearing on coaching effectiveness and need to be addressed by the coach using the theory of coaching (such as Whitmore\u2019s book on \u201cCoaching for Performance\u201d). In the case of some circles, the theory may \u201cend\u201d at some point and the coach will have \u201cinterpret\u201d and \u201cextend\u201d it for the specific coachee situation at hand.<\/p>\n\n\n\n
We covered the following in Part I of this article:<\/p>\n\n\n\n
\u00b7 Circle #1: Are all situations \u201ccoaching situations\u201d?<\/p>\n\n\n\n
\u00b7 Circle #2: Are people always receptive to coaching?<\/p>\n\n\n\n
In this Part II, we will cover the two remaining circles.<\/p>\n\n\n\n
Circle #3: Are coaches sometimes helpless?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
Circle #3 above regarding \u201cbeliefs, perceptions and personal circumstances\u201d can actually be quite a hard shell hindering coaching progress. But it is often an invisible hard shell because people will share only so much of their innermost beliefs and personal circumstances even though they are impacting their work performance. Coaches make chance discoveries of this shell in the Reality check part (that is, the current state of affairs that needs to improve to meet the Goal) of the Goal-Reality-Options-Will (GROW) model of Whitmore. Here are examples:<\/p>\n\n\n\n
\u00b7 A coachee once candidly admitted that he was himself the reason for his declining performance at work. The reason was that his family was going through his sister\u2019s painful divorce in the US and her life coming back to India. He just could not go about work as usual<\/p>\n\n\n\n
\u00b7 A second coachee had a lot of issues with his manager. He felt that the manager\u2019s lack of domain knowledge resulted in his not realizing & recognizing the value of the coachee\u2019s work. In addition, the coachee seemed to indicate that lack of recognition of his work had to do with his belonging to a minority religious community in India<\/p>\n\n\n\n
\u00b7 Yet another coachee told my colleague (also a Performance Coach) that her problems arose because her boss was an inveterate woman-hater<\/p>\n\n\n\n
These are situations of tight-rope walking for a performance coach! In situations of personal crisis, the coach may only help by sympathetic and patient listening. This may help the coachee more than one would think \u2013 just getting the problem \u201coff his chest\u201d often helps and relieves stress. Being less stressed, he may be able to come to grips with his personal predicament and deal with it better. However, coachee\u2019s entrenched beliefs on, say, religion and gender can be very challenging for the coach to deal with. Some deep-rooted beliefs may indicate pathology needing help from a trained therapist \u2013 far beyond the scope of performance coaching and the ability of the coach.<\/p>\n\n\n\n
Circle #4: Is the coachee\u2019s work environment conducive?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The last circle of influence is the coachee\u2019s work. Sometimes, people have told me that they are \u201cstuck\u201d in positions \u2013 say, \u201croutine\u201d software bug fixing and maintenance where there is really no scope for \u201clearning, enjoyment and fulfillment\u201d (you may like to read My Team is not motivated!!!<\/a> by my colleague Prasanna Moses on this). Most of us would agree that there is far less drudgery at work in today\u2019s knowledge-centric world than even just 30 years ago. We would also agree that there is no such thing as 100% \u201csexy\u201d work (unless of course, you are doing breakthrough work of your calling \u2013 say, in quantum computing). So, when coachees complain about their current work\/role and the lack of sexiness thereof, I ask them questions about what makes it boring, what they can do about it and so on \u2013 hopefully making them better aware of interesting possibilities in what they were doing. In some cases, people have hinted to me that they are considering quitting their \u201cboring\u201d job and looking for a reaction. Under such circumstances, to be fair to the coachee and to the coachee\u2019s employer (who is paying my fees!), I would say the best option is to ask the coachee questions exploring his rationale for leaving (without being judgmental on whether it is right or wrong) \u2013 like what does he think leaving the job will achieve, how will it get him closer to his goals, how is he sure that the same problems would not repeat themselves in the new organization and so on. The ultimate decision should be the coachee\u2019s based on introspection triggered by your questions. He may still choose to quit \u2013 but that is another matter! As far as you are concerned as a coach, you have played it fair & square. It is not unthinkable that you as the coach may actually agree with his rationale for seeking another job!<\/p>\n\n\n\n
A related aspect is also the organizational environment in which the coachee works \u2013 over & above his immediate work\/role discussed above. In sports coaching, the strong individual motivation is a given and the coachee has a great deal of control over what he can and cannot do to enhance his performance. The circumstances for software project managers are different. Their GROW model is in the context of an organization with its culture, policies, processes and so on. As a coach, I have encountered some real challenges here \u2013 the Project Manager may be aspiring to do something of value in his project but his line management and work environment may not be supportive. Some organizational policies can be insensitive to people and even draconian. In one software development organization, if project team members logged in less than 40 hours per week of approved work, there would be automatic cuts in their pay while the significant additional work needed at other times went scarcely noticed! How can one be expected to learn and enjoy their work in such an environment? In such cases, we do bring it up with the line management for addressing them and offer our help as well. To be honest, it worked sometimes and it did not in as many cases.<\/p>\n\n\n\n
In summary, as a practicing coach, you are bound to run into situations like the ones above which make you stop and ponder as to what extent theory can lead practice! You may need to introspect and think of newer ways of extending \u201ctheory\u201d or just use good old common sense and move on! At PM Power, we have the coaches\u2019 conclave where these situations are discussed to see how best to help the coachee considering all the circles of influence. It has significantly helped our coaches in specific situations and in honing their coaching skills in general.<\/p>\n\n\n\n
We invite you to share your coaching experiences (as a coach or a coachee) and we would be happy to share our perspectives which may be of help. You may reach us at info@pm-powerconsulting.com.<\/p>\n","post_title":"Journey of a coach - theory & practice (Part II)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-ii","to_ping":"","pinged":"","post_modified":"2024-01-29 10:54:32","post_modified_gmt":"2024-01-29 10:54:32","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1456","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1514,"post_author":"31","post_date":"2014-11-02 12:24:22","post_date_gmt":"2014-11-02 06:54:22","post_content":"\n
A speaker finishes a great speech \u2013 at least, HE thinks it is great! He then asks, \u201cAny questions?\u201d What does he expect? If I were him, I would expect the audience to demonstrate a level of understanding of what the speech was all about and ask meaningful questions - clarifying the ground covered and even extending from there.<\/p>\n\n\n\n
These are situations where one actually wants to be questioned to get a sense a satisfaction that the effort (the speech, in this case) has been worthwhile. But there are other situations where being questioned has a very negative connotation. It implies questioning the ability of the person being questioned or the work that he has done.<\/p>\n\n\n\n
The important thing is that the intent of questioning should be to seek understanding rather than putting down someone. Hence, even the tone of questioning is very important. Consider the difference between, \u201cWhy did you do THAT?\u201d and \u201cWhat are your reasons for doing THAT?\u201d<\/p>\n\n\n\n
The tone of the former question is judgmental while the same question asked differently demonstrates an openness and a neutral tone. The tone is important because it can either put people off & make them defensive or it can make them relaxed and explain their rationale for an idea or a course of action.<\/p>\n\n\n\n
From the above, it follows that there is a big difference between \u201cquestioning\u201d and \u201casking questions\u201d.<\/p>\n\n\n\n
$\"image\"$ <\/figure>\n\n\n\n
In the work context, a manager who adopts an approach of \u201casking questions\u201d enables an environment where his reportees apply their mind to the situation at hand and exercise their best judgment on the right course of action.<\/p>\n\n\n\n
The manager can use questions to expand the reportee\u2019s thinking and make him aware of aspects he may not have thought of (instead of just instructing him what to do).<\/p>\n\n\n\n
Hence asking questions contributes to the reportee\u2019s overall development and ability to deal with situations with minimal oversight. Equally important, it enables greater responsibility on the part of the reportee so that the implementation aspects of his suggestions are fully owned by him.<\/p>\n\n\n\n
Through this, the manager\u2019s time is also freed up from routine oversight functions to take up important but not urgent tasks.<\/p>\n\n\n\n
In a highly dynamic world, the approach of \u201casking questions\u201d is not just \u201ca nice to have\u201d but an imperative to empower people and ensure that the organization as a whole responds fast to changes in the environment.<\/p>\n\n\n\n
\u201cAsking questions\u201d is an essential part of the tool set of a coach who may be the line manager himself. You consciously adopt the approach for improving the \u201cawareness\u201d of the coachee and therefore, open his mind to his perceptions & other possibilities and take \u201cresponsibility\u201d for the options for actions that he chooses.<\/p>\n\n\n\n
Finally, adopting the approach of \u201casking questions\u201d needs a complementing skill which is ACTIVE listening. A coach cannot sustain a session of asking questions without actually listening well, understanding and re-phrasing of what the coachee says.<\/p>\n\n\n\n
As with most things in life, practice makes perfect \u2013 it takes time and experience to hone the approach of asking questions and the skill of active listening. But they can indeed be developed for individual and organizational benefit. The time to start is NOW!<\/p>\n","post_title":"Questioning and Asking Questions - what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"questioning-and-asking-questions-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:02","post_modified_gmt":"2024-01-29 10:55:02","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1514","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1448,"post_author":"31","post_date":"2014-11-02 06:59:09","post_date_gmt":"2014-11-02 01:29:09","post_content":"\n
This article is part of the series on \u201cJourney of a coach\u201d covering my experiences as a performance coach. You may have the read an earlier article in the series on \u201cJourney of a coach \u2013 the beginning\u201d<\/a>. The journey continues here...<\/p>\n\n\n\n
Yogi Berra, New York Yankees baseball player (arguably the best catcher of all time) said, \u201cIn theory, there is no difference between theory & practice. But in practice, there is!\u201d So, this article is about the theory & practice of coaching for performance \u2013 not baseball players but people managing software projects.<\/p>\n\n\n\n
In my context, the \u201ctheory\u201d was mostly \u201cCoaching for Performance\u201d by John Whitmore (by the way, there is another article of mine on Whitmore<\/a> if you are interested). The \u201cpractice\u201d was, of course, my actual experiences over the years.<\/p>\n\n\n\n
A caveat \u2013 I am not here to debunk theory and hail practice - as a cardiac surgeon might! I have a great deal of respect for Whitmore\u2019s book on Coaching for Performance. The book provided a solid reference and a practical guide for my work as a coach all these years.<\/p>\n\n\n\n
However, I do have my own \u201cinterpretations\u201d and \u201cextensions\u201d of the theory in actual practice which I wish to share. I will use the diagram below which shows the context for coaching.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
You can see the \u201ccircles of influence\u201d around the coachee which would have a bearing on coaching and its effectiveness. We will cover each of these circles with examples. Note that the coach\u2019s experience, beliefs and perceptions are also significant in the context in addition to his skills for coaching.<\/p>\n\n\n\n
Circle #1: Are all situations \u201ccoaching situations\u201d?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The first circle of influence is the coaching situation faced by the coachee at work. For example, it could be that he is recently promoted and finds gaining acceptance in his team a challenge.<\/p>\n\n\n\n
The question is whether all such work situations are amenable for coaching - whether you are the manager of the coachee or an external coach. If you follow the \u201ctheory\u201d (that is Whitmore), a coaching style can become the default management style of the entire organization for all occasions.<\/p>\n\n\n\n
In other words, all manager-reportee interactions can naturally follow the coaching style \u2013 the manager following the sequence of helping his reportee to identify the goal he is seeking to achieve, assess the current state of affairs, consider the available options to achieve the goal and making the commitment-making to make it happen.<\/p>\n\n\n\n
That is all very well, but what if you are a commando fighting a guerrilla war in a jungle and see a metal tube from the foliage pointing at you. Your commander (\u201cmanager\u201d) is not going to coach you through the situation, is he?<\/p>\n\n\n\n
There are also other equivalent (but less extreme) situations at work when time is of essence and all that the coachee needs is information or simple direction (like for example, how to balance staff loading in a project schedule).<\/p>\n\n\n\n
So, my interpretation of theory is that there is better pay-off of coaching in some situations than others. However, there are many, many work situations wherein the quality of work<\/b> or results<\/b> is very important, the learning<\/b> for the coachee very important and it is not an emergency<\/b>. Coaching is very relevant in those cases.<\/p>\n\n\n\n
Circle #2: Are people always receptive to coaching?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The next circle of influence is relating to how receptive people are to coaching even if their work situation was amenable for it.<\/p>\n\n\n\n
Are they motivated enough to become more aware<\/b> and take responsibility<\/b> by themselves and not just because their employer has enrolled them in a training & coaching program?<\/p>\n\n\n\n
Maslow\u2019s theory is that motivation is linked to the stage an individual is at in a hierarchy of needs (see diagram below from Whitmore\u2019s Coaching for Performance). Note that Whitmore has split Maslow\u2019s Esteem stage into two \u2013 Esteem from others and Self-esteem.<\/p>\n\n\n\n
At the stage of Esteem from others, one is looking \u201cexternal\u201d recognition and prestige as motivators. At the stage of Self-esteem, external motivators tend to become less important. More important is the need to make a difference and being empowered to do so enhancing self-esteem. This self-esteem stage is where coaching makes the biggest impact for personal growth.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
Source: Coaching for Performance by John Whitmore<\/i><\/p>\n\n\n\n
There are a few more \u201ccircles\u201d to cover which we will in Part II of the article.<\/p>\n\n\n\n
Till then...<\/p>\n","post_title":"Journey of a coach - theory & practice (Part I)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-i","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:34","post_modified_gmt":"2024-01-29 10:55:34","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1521,"post_author":"26","post_date":"2014-10-30 10:57:02","post_date_gmt":"2014-10-30 05:27:02","post_content":"\n
$\"Network_whenhow2\"$ <\/a><\/figure>\n\n\n\n
One is never without a network and if you are reading this - it may be more to know how to grow it and\/or to overcome obstacles, often due to one's level comfort with so called \"networking\".<\/p>\n\n\n\n
If you look at how you:<\/p>\n\n\n\n
\n
got the opportunity to work in your current position<\/li>\n\n\n\n
got into your college\/school<\/li>\n\n\n\n
got your house on rent or bought your apartment<\/li>\n<\/ul>\n\n\n\n
you will see that a network - formal, informal or virtual (internet based) was at play.<\/p>\n\n\n\n
I will focus on growing your professional network and a few simple steps for it and not delve into specifics of social media, as all of you would be familiar with it.<\/p>\n\n\n\n
First, start with your existing network - which will be your current and past colleagues, your college and school alumni, friends and family. See that you stay in touch with them, by meeting them up or electronically, if you are not in touch start right away. Sending greetings for important occasions, festivals and events is a good way to start. Make it a point to call a few of them over the commute\/ weekends and work on the complete list slowly and steadily, start at top the list again once you complete it.<\/p>\n\n\n\n
What if you need to ask for a reference or a favor from a person with whom you are not in regular touch. The best way to is to be honest, there is no point in coming up with a phony reason to get in touch with them and ask for what you want. Your honesty will be appreciated, after that do thank them and make an effort to stay in touch with them. See that your nurture this set of contacts where you have already made a start.<\/p>\n\n\n\n
Once, when I was looking out for a job using my network, I made it a point to call and thank all those who forwarded my resume to their contacts and I sent a book as a gift to thank all those contacts whose help took me to the interview stage. I did it without any motive and what amazed me was the warmth from these contacts in all my future interactions.<\/p>\n\n\n\n
Second area to focus on are the professional events - there will be events where your technical or managerial domain will be the focus. You may be sponsored\/encouraged by your organizations to attend them, do not let is pass citing an excuse of being busy. Do make time to attend a few of them. If you find that you do not have this opportunity then see that you find such events and enroll yourself.<\/p>\n\n\n\n
In my experience these events certainly help you make a few contacts, you will always find a few persons whom you will find interesting and knowledgeable and connect effortlessly. The key is to nurture this - see that you follow-up with a mail and\/or a call.<\/p>\n\n\n\n
If you are the type who feels inhibited to make an opening, then do not worry. I was advised by one of my mentors to just listen and not worry about talking and enjoy being there. If you listen and observe intently you will find yourself talking soon. Your focus on the interactions and not on your perceived ability, does the trick. Try it a couple of times and see for yourself.<\/p>\n\n\n\n
Lastly, for anything to succeed one has to have the desire, then comes the effort and discipline for achieving it. A small progress or a step with positive result, is the best encouragement for you to strive towards your goals. Do ponder on your actions and results to stay focused on continuing to do this.<\/p>\n\n\n\n
One related question I hear from many of my coachees is \"visibility\" within the organization. More on that in a later post.<\/p>\n","post_title":"Networking - when and how to begin?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"networking-when-and-how-to-begin","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:58","post_modified_gmt":"2024-01-29 14:50:58","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1521","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1517,"post_author":"30","post_date":"2014-10-29 09:30:26","post_date_gmt":"2014-10-29 04:00:26","post_content":"\n
$\"sell-it\"$ <\/a><\/figure>\n\n\n\n
As a child, I used to come up with various ideas for almost anything, and ask for Rs. 1000\/- per idea. Being a child, nobody would want to pay money, that too a thousand Rupees \u2013 but, I would get something else as an appreciation for my efforts. A toffee, a cone ice cream etc.<\/p>\n\n\n\n
Further on, when I used to be active in small groups, selling was more of ideas and to get the team to converge on something, that the group can take as an action.<\/p>\n\n\n\n
As a team leader, I needed to sell the vision of the project to the team, to get everybody\u2019s buy in.<\/p>\n\n\n\n
More recently, I have been in contact with many aspiring and active entrepreneurs. Selling is something that they do with every breath.<\/p>\n\n\n\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 10 of 12 Previous 1 … 9 10 11 12 Next

\n
With Command & Control approach, managers may get the work done in the short term, by force. But that might have negative impacts on the team in terms of :<\/p>\n\n\n\n
- Lack of ownership<\/p>\n\n\n\n
- Low motivation<\/p>\n\n\n\n
- Poor quality output<\/p>\n\n\n\n
- Low productivity<\/p>\n\n\n\n
- Missed schedules etc.<\/p>\n\n\n\n
Command & Control might also impact development of team members negatively. Teams might wait for manager to give instruction. They might hesitate to take initiative as it might get overruled by the manager. They might stop thinking new & innovative ideas as the manager will always tell them what to do.<\/p>\n\n\n\n
On the other hand, with Coaching as the leadership style, managers will empower the team members to come out with new ideas, solutions and encourage them to implement them. They will help the team members to discover their strengths by asking questions & challenging them. This builds motivation and ownership in the team members.<\/p>\n\n\n\n
Having said that, there are situations where Managers need to use command & control approaches. For example, in a fire fighting situation where extremely quick response in needed. There will be a need for different approaches for different team members \u2013 someone may need more directive input & constant oversight and someone may need a lot of freedom.<\/p>\n\n\n\n
A good leader is one who has high self awareness, self-regulation, self-motivation and empathy through which he\/she can sense and respond differently, in a conscious way, to different situations & different people.<\/p>\n\n\n\n
However, to be a good Leader, coaching way of management style should be the most natural approach and command & control should be the exception.<\/p>\n","post_title":"Coaching vs Command & Control style of Management","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"coaching-vs-command-control-style-of-management","to_ping":"","pinged":"","post_modified":"2024-01-29 15:34:20","post_modified_gmt":"2024-01-29 15:34:20","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1519","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1456,"post_author":"31","post_date":"2014-11-09 12:15:37","post_date_gmt":"2014-11-09 06:45:37","post_content":"\n
In an earlier article \u201cJourney of a coach \u2013 theory & practice (Part I)<\/a>, we introduced the \u201ccircles of influence\u201d which form the context (see diagram below) for coaching process.<\/p>\n\n\n\n
$\"image\"$ <\/a> The circles in the diagram above have a significant bearing on coaching effectiveness and need to be addressed by the coach using the theory of coaching (such as Whitmore\u2019s book on \u201cCoaching for Performance\u201d). In the case of some circles, the theory may \u201cend\u201d at some point and the coach will have \u201cinterpret\u201d and \u201cextend\u201d it for the specific coachee situation at hand.<\/p>\n\n\n\n
We covered the following in Part I of this article:<\/p>\n\n\n\n
\u00b7 Circle #1: Are all situations \u201ccoaching situations\u201d?<\/p>\n\n\n\n
\u00b7 Circle #2: Are people always receptive to coaching?<\/p>\n\n\n\n
In this Part II, we will cover the two remaining circles.<\/p>\n\n\n\n
Circle #3: Are coaches sometimes helpless?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
Circle #3 above regarding \u201cbeliefs, perceptions and personal circumstances\u201d can actually be quite a hard shell hindering coaching progress. But it is often an invisible hard shell because people will share only so much of their innermost beliefs and personal circumstances even though they are impacting their work performance. Coaches make chance discoveries of this shell in the Reality check part (that is, the current state of affairs that needs to improve to meet the Goal) of the Goal-Reality-Options-Will (GROW) model of Whitmore. Here are examples:<\/p>\n\n\n\n
\u00b7 A coachee once candidly admitted that he was himself the reason for his declining performance at work. The reason was that his family was going through his sister\u2019s painful divorce in the US and her life coming back to India. He just could not go about work as usual<\/p>\n\n\n\n
\u00b7 A second coachee had a lot of issues with his manager. He felt that the manager\u2019s lack of domain knowledge resulted in his not realizing & recognizing the value of the coachee\u2019s work. In addition, the coachee seemed to indicate that lack of recognition of his work had to do with his belonging to a minority religious community in India<\/p>\n\n\n\n
\u00b7 Yet another coachee told my colleague (also a Performance Coach) that her problems arose because her boss was an inveterate woman-hater<\/p>\n\n\n\n
These are situations of tight-rope walking for a performance coach! In situations of personal crisis, the coach may only help by sympathetic and patient listening. This may help the coachee more than one would think \u2013 just getting the problem \u201coff his chest\u201d often helps and relieves stress. Being less stressed, he may be able to come to grips with his personal predicament and deal with it better. However, coachee\u2019s entrenched beliefs on, say, religion and gender can be very challenging for the coach to deal with. Some deep-rooted beliefs may indicate pathology needing help from a trained therapist \u2013 far beyond the scope of performance coaching and the ability of the coach.<\/p>\n\n\n\n
Circle #4: Is the coachee\u2019s work environment conducive?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The last circle of influence is the coachee\u2019s work. Sometimes, people have told me that they are \u201cstuck\u201d in positions \u2013 say, \u201croutine\u201d software bug fixing and maintenance where there is really no scope for \u201clearning, enjoyment and fulfillment\u201d (you may like to read My Team is not motivated!!!<\/a> by my colleague Prasanna Moses on this). Most of us would agree that there is far less drudgery at work in today\u2019s knowledge-centric world than even just 30 years ago. We would also agree that there is no such thing as 100% \u201csexy\u201d work (unless of course, you are doing breakthrough work of your calling \u2013 say, in quantum computing). So, when coachees complain about their current work\/role and the lack of sexiness thereof, I ask them questions about what makes it boring, what they can do about it and so on \u2013 hopefully making them better aware of interesting possibilities in what they were doing. In some cases, people have hinted to me that they are considering quitting their \u201cboring\u201d job and looking for a reaction. Under such circumstances, to be fair to the coachee and to the coachee\u2019s employer (who is paying my fees!), I would say the best option is to ask the coachee questions exploring his rationale for leaving (without being judgmental on whether it is right or wrong) \u2013 like what does he think leaving the job will achieve, how will it get him closer to his goals, how is he sure that the same problems would not repeat themselves in the new organization and so on. The ultimate decision should be the coachee\u2019s based on introspection triggered by your questions. He may still choose to quit \u2013 but that is another matter! As far as you are concerned as a coach, you have played it fair & square. It is not unthinkable that you as the coach may actually agree with his rationale for seeking another job!<\/p>\n\n\n\n
A related aspect is also the organizational environment in which the coachee works \u2013 over & above his immediate work\/role discussed above. In sports coaching, the strong individual motivation is a given and the coachee has a great deal of control over what he can and cannot do to enhance his performance. The circumstances for software project managers are different. Their GROW model is in the context of an organization with its culture, policies, processes and so on. As a coach, I have encountered some real challenges here \u2013 the Project Manager may be aspiring to do something of value in his project but his line management and work environment may not be supportive. Some organizational policies can be insensitive to people and even draconian. In one software development organization, if project team members logged in less than 40 hours per week of approved work, there would be automatic cuts in their pay while the significant additional work needed at other times went scarcely noticed! How can one be expected to learn and enjoy their work in such an environment? In such cases, we do bring it up with the line management for addressing them and offer our help as well. To be honest, it worked sometimes and it did not in as many cases.<\/p>\n\n\n\n
In summary, as a practicing coach, you are bound to run into situations like the ones above which make you stop and ponder as to what extent theory can lead practice! You may need to introspect and think of newer ways of extending \u201ctheory\u201d or just use good old common sense and move on! At PM Power, we have the coaches\u2019 conclave where these situations are discussed to see how best to help the coachee considering all the circles of influence. It has significantly helped our coaches in specific situations and in honing their coaching skills in general.<\/p>\n\n\n\n
We invite you to share your coaching experiences (as a coach or a coachee) and we would be happy to share our perspectives which may be of help. You may reach us at info@pm-powerconsulting.com.<\/p>\n","post_title":"Journey of a coach - theory & practice (Part II)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-ii","to_ping":"","pinged":"","post_modified":"2024-01-29 10:54:32","post_modified_gmt":"2024-01-29 10:54:32","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1456","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1514,"post_author":"31","post_date":"2014-11-02 12:24:22","post_date_gmt":"2014-11-02 06:54:22","post_content":"\n
A speaker finishes a great speech \u2013 at least, HE thinks it is great! He then asks, \u201cAny questions?\u201d What does he expect? If I were him, I would expect the audience to demonstrate a level of understanding of what the speech was all about and ask meaningful questions - clarifying the ground covered and even extending from there.<\/p>\n\n\n\n
These are situations where one actually wants to be questioned to get a sense a satisfaction that the effort (the speech, in this case) has been worthwhile. But there are other situations where being questioned has a very negative connotation. It implies questioning the ability of the person being questioned or the work that he has done.<\/p>\n\n\n\n
The important thing is that the intent of questioning should be to seek understanding rather than putting down someone. Hence, even the tone of questioning is very important. Consider the difference between, \u201cWhy did you do THAT?\u201d and \u201cWhat are your reasons for doing THAT?\u201d<\/p>\n\n\n\n
The tone of the former question is judgmental while the same question asked differently demonstrates an openness and a neutral tone. The tone is important because it can either put people off & make them defensive or it can make them relaxed and explain their rationale for an idea or a course of action.<\/p>\n\n\n\n
From the above, it follows that there is a big difference between \u201cquestioning\u201d and \u201casking questions\u201d.<\/p>\n\n\n\n
$\"image\"$ <\/figure>\n\n\n\n
In the work context, a manager who adopts an approach of \u201casking questions\u201d enables an environment where his reportees apply their mind to the situation at hand and exercise their best judgment on the right course of action.<\/p>\n\n\n\n
The manager can use questions to expand the reportee\u2019s thinking and make him aware of aspects he may not have thought of (instead of just instructing him what to do).<\/p>\n\n\n\n
Hence asking questions contributes to the reportee\u2019s overall development and ability to deal with situations with minimal oversight. Equally important, it enables greater responsibility on the part of the reportee so that the implementation aspects of his suggestions are fully owned by him.<\/p>\n\n\n\n
Through this, the manager\u2019s time is also freed up from routine oversight functions to take up important but not urgent tasks.<\/p>\n\n\n\n
In a highly dynamic world, the approach of \u201casking questions\u201d is not just \u201ca nice to have\u201d but an imperative to empower people and ensure that the organization as a whole responds fast to changes in the environment.<\/p>\n\n\n\n
\u201cAsking questions\u201d is an essential part of the tool set of a coach who may be the line manager himself. You consciously adopt the approach for improving the \u201cawareness\u201d of the coachee and therefore, open his mind to his perceptions & other possibilities and take \u201cresponsibility\u201d for the options for actions that he chooses.<\/p>\n\n\n\n
Finally, adopting the approach of \u201casking questions\u201d needs a complementing skill which is ACTIVE listening. A coach cannot sustain a session of asking questions without actually listening well, understanding and re-phrasing of what the coachee says.<\/p>\n\n\n\n
As with most things in life, practice makes perfect \u2013 it takes time and experience to hone the approach of asking questions and the skill of active listening. But they can indeed be developed for individual and organizational benefit. The time to start is NOW!<\/p>\n","post_title":"Questioning and Asking Questions - what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"questioning-and-asking-questions-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:02","post_modified_gmt":"2024-01-29 10:55:02","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1514","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1448,"post_author":"31","post_date":"2014-11-02 06:59:09","post_date_gmt":"2014-11-02 01:29:09","post_content":"\n
This article is part of the series on \u201cJourney of a coach\u201d covering my experiences as a performance coach. You may have the read an earlier article in the series on \u201cJourney of a coach \u2013 the beginning\u201d<\/a>. The journey continues here...<\/p>\n\n\n\n
Yogi Berra, New York Yankees baseball player (arguably the best catcher of all time) said, \u201cIn theory, there is no difference between theory & practice. But in practice, there is!\u201d So, this article is about the theory & practice of coaching for performance \u2013 not baseball players but people managing software projects.<\/p>\n\n\n\n
In my context, the \u201ctheory\u201d was mostly \u201cCoaching for Performance\u201d by John Whitmore (by the way, there is another article of mine on Whitmore<\/a> if you are interested). The \u201cpractice\u201d was, of course, my actual experiences over the years.<\/p>\n\n\n\n
A caveat \u2013 I am not here to debunk theory and hail practice - as a cardiac surgeon might! I have a great deal of respect for Whitmore\u2019s book on Coaching for Performance. The book provided a solid reference and a practical guide for my work as a coach all these years.<\/p>\n\n\n\n
However, I do have my own \u201cinterpretations\u201d and \u201cextensions\u201d of the theory in actual practice which I wish to share. I will use the diagram below which shows the context for coaching.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
You can see the \u201ccircles of influence\u201d around the coachee which would have a bearing on coaching and its effectiveness. We will cover each of these circles with examples. Note that the coach\u2019s experience, beliefs and perceptions are also significant in the context in addition to his skills for coaching.<\/p>\n\n\n\n
Circle #1: Are all situations \u201ccoaching situations\u201d?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The first circle of influence is the coaching situation faced by the coachee at work. For example, it could be that he is recently promoted and finds gaining acceptance in his team a challenge.<\/p>\n\n\n\n
The question is whether all such work situations are amenable for coaching - whether you are the manager of the coachee or an external coach. If you follow the \u201ctheory\u201d (that is Whitmore), a coaching style can become the default management style of the entire organization for all occasions.<\/p>\n\n\n\n
In other words, all manager-reportee interactions can naturally follow the coaching style \u2013 the manager following the sequence of helping his reportee to identify the goal he is seeking to achieve, assess the current state of affairs, consider the available options to achieve the goal and making the commitment-making to make it happen.<\/p>\n\n\n\n
That is all very well, but what if you are a commando fighting a guerrilla war in a jungle and see a metal tube from the foliage pointing at you. Your commander (\u201cmanager\u201d) is not going to coach you through the situation, is he?<\/p>\n\n\n\n
There are also other equivalent (but less extreme) situations at work when time is of essence and all that the coachee needs is information or simple direction (like for example, how to balance staff loading in a project schedule).<\/p>\n\n\n\n
So, my interpretation of theory is that there is better pay-off of coaching in some situations than others. However, there are many, many work situations wherein the quality of work<\/b> or results<\/b> is very important, the learning<\/b> for the coachee very important and it is not an emergency<\/b>. Coaching is very relevant in those cases.<\/p>\n\n\n\n
Circle #2: Are people always receptive to coaching?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The next circle of influence is relating to how receptive people are to coaching even if their work situation was amenable for it.<\/p>\n\n\n\n
Are they motivated enough to become more aware<\/b> and take responsibility<\/b> by themselves and not just because their employer has enrolled them in a training & coaching program?<\/p>\n\n\n\n
Maslow\u2019s theory is that motivation is linked to the stage an individual is at in a hierarchy of needs (see diagram below from Whitmore\u2019s Coaching for Performance). Note that Whitmore has split Maslow\u2019s Esteem stage into two \u2013 Esteem from others and Self-esteem.<\/p>\n\n\n\n
At the stage of Esteem from others, one is looking \u201cexternal\u201d recognition and prestige as motivators. At the stage of Self-esteem, external motivators tend to become less important. More important is the need to make a difference and being empowered to do so enhancing self-esteem. This self-esteem stage is where coaching makes the biggest impact for personal growth.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
Source: Coaching for Performance by John Whitmore<\/i><\/p>\n\n\n\n
There are a few more \u201ccircles\u201d to cover which we will in Part II of the article.<\/p>\n\n\n\n
Till then...<\/p>\n","post_title":"Journey of a coach - theory & practice (Part I)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-i","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:34","post_modified_gmt":"2024-01-29 10:55:34","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1521,"post_author":"26","post_date":"2014-10-30 10:57:02","post_date_gmt":"2014-10-30 05:27:02","post_content":"\n
$\"Network_whenhow2\"$ <\/a><\/figure>\n\n\n\n
One is never without a network and if you are reading this - it may be more to know how to grow it and\/or to overcome obstacles, often due to one's level comfort with so called \"networking\".<\/p>\n\n\n\n
If you look at how you:<\/p>\n\n\n\n
\n
got the opportunity to work in your current position<\/li>\n\n\n\n
got into your college\/school<\/li>\n\n\n\n
got your house on rent or bought your apartment<\/li>\n<\/ul>\n\n\n\n
you will see that a network - formal, informal or virtual (internet based) was at play.<\/p>\n\n\n\n
I will focus on growing your professional network and a few simple steps for it and not delve into specifics of social media, as all of you would be familiar with it.<\/p>\n\n\n\n
First, start with your existing network - which will be your current and past colleagues, your college and school alumni, friends and family. See that you stay in touch with them, by meeting them up or electronically, if you are not in touch start right away. Sending greetings for important occasions, festivals and events is a good way to start. Make it a point to call a few of them over the commute\/ weekends and work on the complete list slowly and steadily, start at top the list again once you complete it.<\/p>\n\n\n\n
What if you need to ask for a reference or a favor from a person with whom you are not in regular touch. The best way to is to be honest, there is no point in coming up with a phony reason to get in touch with them and ask for what you want. Your honesty will be appreciated, after that do thank them and make an effort to stay in touch with them. See that your nurture this set of contacts where you have already made a start.<\/p>\n\n\n\n
Once, when I was looking out for a job using my network, I made it a point to call and thank all those who forwarded my resume to their contacts and I sent a book as a gift to thank all those contacts whose help took me to the interview stage. I did it without any motive and what amazed me was the warmth from these contacts in all my future interactions.<\/p>\n\n\n\n
Second area to focus on are the professional events - there will be events where your technical or managerial domain will be the focus. You may be sponsored\/encouraged by your organizations to attend them, do not let is pass citing an excuse of being busy. Do make time to attend a few of them. If you find that you do not have this opportunity then see that you find such events and enroll yourself.<\/p>\n\n\n\n
In my experience these events certainly help you make a few contacts, you will always find a few persons whom you will find interesting and knowledgeable and connect effortlessly. The key is to nurture this - see that you follow-up with a mail and\/or a call.<\/p>\n\n\n\n
If you are the type who feels inhibited to make an opening, then do not worry. I was advised by one of my mentors to just listen and not worry about talking and enjoy being there. If you listen and observe intently you will find yourself talking soon. Your focus on the interactions and not on your perceived ability, does the trick. Try it a couple of times and see for yourself.<\/p>\n\n\n\n
Lastly, for anything to succeed one has to have the desire, then comes the effort and discipline for achieving it. A small progress or a step with positive result, is the best encouragement for you to strive towards your goals. Do ponder on your actions and results to stay focused on continuing to do this.<\/p>\n\n\n\n
One related question I hear from many of my coachees is \"visibility\" within the organization. More on that in a later post.<\/p>\n","post_title":"Networking - when and how to begin?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"networking-when-and-how-to-begin","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:58","post_modified_gmt":"2024-01-29 14:50:58","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1521","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1517,"post_author":"30","post_date":"2014-10-29 09:30:26","post_date_gmt":"2014-10-29 04:00:26","post_content":"\n
$\"sell-it\"$ <\/a><\/figure>\n\n\n\n
As a child, I used to come up with various ideas for almost anything, and ask for Rs. 1000\/- per idea. Being a child, nobody would want to pay money, that too a thousand Rupees \u2013 but, I would get something else as an appreciation for my efforts. A toffee, a cone ice cream etc.<\/p>\n\n\n\n
Further on, when I used to be active in small groups, selling was more of ideas and to get the team to converge on something, that the group can take as an action.<\/p>\n\n\n\n
As a team leader, I needed to sell the vision of the project to the team, to get everybody\u2019s buy in.<\/p>\n\n\n\n
More recently, I have been in contact with many aspiring and active entrepreneurs. Selling is something that they do with every breath.<\/p>\n\n\n\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 10 of 12 Previous 1 … 9 10 11 12 Next

\n
Coaching as a leadership\/management style achieves both.<\/p>\n\n\n\n
With Command & Control approach, managers may get the work done in the short term, by force. But that might have negative impacts on the team in terms of :<\/p>\n\n\n\n
- Lack of ownership<\/p>\n\n\n\n
- Low motivation<\/p>\n\n\n\n
- Poor quality output<\/p>\n\n\n\n
- Low productivity<\/p>\n\n\n\n
- Missed schedules etc.<\/p>\n\n\n\n
Command & Control might also impact development of team members negatively. Teams might wait for manager to give instruction. They might hesitate to take initiative as it might get overruled by the manager. They might stop thinking new & innovative ideas as the manager will always tell them what to do.<\/p>\n\n\n\n
On the other hand, with Coaching as the leadership style, managers will empower the team members to come out with new ideas, solutions and encourage them to implement them. They will help the team members to discover their strengths by asking questions & challenging them. This builds motivation and ownership in the team members.<\/p>\n\n\n\n
Having said that, there are situations where Managers need to use command & control approaches. For example, in a fire fighting situation where extremely quick response in needed. There will be a need for different approaches for different team members \u2013 someone may need more directive input & constant oversight and someone may need a lot of freedom.<\/p>\n\n\n\n
A good leader is one who has high self awareness, self-regulation, self-motivation and empathy through which he\/she can sense and respond differently, in a conscious way, to different situations & different people.<\/p>\n\n\n\n
However, to be a good Leader, coaching way of management style should be the most natural approach and command & control should be the exception.<\/p>\n","post_title":"Coaching vs Command & Control style of Management","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"coaching-vs-command-control-style-of-management","to_ping":"","pinged":"","post_modified":"2024-01-29 15:34:20","post_modified_gmt":"2024-01-29 15:34:20","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1519","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1456,"post_author":"31","post_date":"2014-11-09 12:15:37","post_date_gmt":"2014-11-09 06:45:37","post_content":"\n
In an earlier article \u201cJourney of a coach \u2013 theory & practice (Part I)<\/a>, we introduced the \u201ccircles of influence\u201d which form the context (see diagram below) for coaching process.<\/p>\n\n\n\n
$\"image\"$ <\/a> The circles in the diagram above have a significant bearing on coaching effectiveness and need to be addressed by the coach using the theory of coaching (such as Whitmore\u2019s book on \u201cCoaching for Performance\u201d). In the case of some circles, the theory may \u201cend\u201d at some point and the coach will have \u201cinterpret\u201d and \u201cextend\u201d it for the specific coachee situation at hand.<\/p>\n\n\n\n
We covered the following in Part I of this article:<\/p>\n\n\n\n
\u00b7 Circle #1: Are all situations \u201ccoaching situations\u201d?<\/p>\n\n\n\n
\u00b7 Circle #2: Are people always receptive to coaching?<\/p>\n\n\n\n
In this Part II, we will cover the two remaining circles.<\/p>\n\n\n\n
Circle #3: Are coaches sometimes helpless?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
Circle #3 above regarding \u201cbeliefs, perceptions and personal circumstances\u201d can actually be quite a hard shell hindering coaching progress. But it is often an invisible hard shell because people will share only so much of their innermost beliefs and personal circumstances even though they are impacting their work performance. Coaches make chance discoveries of this shell in the Reality check part (that is, the current state of affairs that needs to improve to meet the Goal) of the Goal-Reality-Options-Will (GROW) model of Whitmore. Here are examples:<\/p>\n\n\n\n
\u00b7 A coachee once candidly admitted that he was himself the reason for his declining performance at work. The reason was that his family was going through his sister\u2019s painful divorce in the US and her life coming back to India. He just could not go about work as usual<\/p>\n\n\n\n
\u00b7 A second coachee had a lot of issues with his manager. He felt that the manager\u2019s lack of domain knowledge resulted in his not realizing & recognizing the value of the coachee\u2019s work. In addition, the coachee seemed to indicate that lack of recognition of his work had to do with his belonging to a minority religious community in India<\/p>\n\n\n\n
\u00b7 Yet another coachee told my colleague (also a Performance Coach) that her problems arose because her boss was an inveterate woman-hater<\/p>\n\n\n\n
These are situations of tight-rope walking for a performance coach! In situations of personal crisis, the coach may only help by sympathetic and patient listening. This may help the coachee more than one would think \u2013 just getting the problem \u201coff his chest\u201d often helps and relieves stress. Being less stressed, he may be able to come to grips with his personal predicament and deal with it better. However, coachee\u2019s entrenched beliefs on, say, religion and gender can be very challenging for the coach to deal with. Some deep-rooted beliefs may indicate pathology needing help from a trained therapist \u2013 far beyond the scope of performance coaching and the ability of the coach.<\/p>\n\n\n\n
Circle #4: Is the coachee\u2019s work environment conducive?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The last circle of influence is the coachee\u2019s work. Sometimes, people have told me that they are \u201cstuck\u201d in positions \u2013 say, \u201croutine\u201d software bug fixing and maintenance where there is really no scope for \u201clearning, enjoyment and fulfillment\u201d (you may like to read My Team is not motivated!!!<\/a> by my colleague Prasanna Moses on this). Most of us would agree that there is far less drudgery at work in today\u2019s knowledge-centric world than even just 30 years ago. We would also agree that there is no such thing as 100% \u201csexy\u201d work (unless of course, you are doing breakthrough work of your calling \u2013 say, in quantum computing). So, when coachees complain about their current work\/role and the lack of sexiness thereof, I ask them questions about what makes it boring, what they can do about it and so on \u2013 hopefully making them better aware of interesting possibilities in what they were doing. In some cases, people have hinted to me that they are considering quitting their \u201cboring\u201d job and looking for a reaction. Under such circumstances, to be fair to the coachee and to the coachee\u2019s employer (who is paying my fees!), I would say the best option is to ask the coachee questions exploring his rationale for leaving (without being judgmental on whether it is right or wrong) \u2013 like what does he think leaving the job will achieve, how will it get him closer to his goals, how is he sure that the same problems would not repeat themselves in the new organization and so on. The ultimate decision should be the coachee\u2019s based on introspection triggered by your questions. He may still choose to quit \u2013 but that is another matter! As far as you are concerned as a coach, you have played it fair & square. It is not unthinkable that you as the coach may actually agree with his rationale for seeking another job!<\/p>\n\n\n\n
A related aspect is also the organizational environment in which the coachee works \u2013 over & above his immediate work\/role discussed above. In sports coaching, the strong individual motivation is a given and the coachee has a great deal of control over what he can and cannot do to enhance his performance. The circumstances for software project managers are different. Their GROW model is in the context of an organization with its culture, policies, processes and so on. As a coach, I have encountered some real challenges here \u2013 the Project Manager may be aspiring to do something of value in his project but his line management and work environment may not be supportive. Some organizational policies can be insensitive to people and even draconian. In one software development organization, if project team members logged in less than 40 hours per week of approved work, there would be automatic cuts in their pay while the significant additional work needed at other times went scarcely noticed! How can one be expected to learn and enjoy their work in such an environment? In such cases, we do bring it up with the line management for addressing them and offer our help as well. To be honest, it worked sometimes and it did not in as many cases.<\/p>\n\n\n\n
In summary, as a practicing coach, you are bound to run into situations like the ones above which make you stop and ponder as to what extent theory can lead practice! You may need to introspect and think of newer ways of extending \u201ctheory\u201d or just use good old common sense and move on! At PM Power, we have the coaches\u2019 conclave where these situations are discussed to see how best to help the coachee considering all the circles of influence. It has significantly helped our coaches in specific situations and in honing their coaching skills in general.<\/p>\n\n\n\n
We invite you to share your coaching experiences (as a coach or a coachee) and we would be happy to share our perspectives which may be of help. You may reach us at info@pm-powerconsulting.com.<\/p>\n","post_title":"Journey of a coach - theory & practice (Part II)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-ii","to_ping":"","pinged":"","post_modified":"2024-01-29 10:54:32","post_modified_gmt":"2024-01-29 10:54:32","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1456","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1514,"post_author":"31","post_date":"2014-11-02 12:24:22","post_date_gmt":"2014-11-02 06:54:22","post_content":"\n
A speaker finishes a great speech \u2013 at least, HE thinks it is great! He then asks, \u201cAny questions?\u201d What does he expect? If I were him, I would expect the audience to demonstrate a level of understanding of what the speech was all about and ask meaningful questions - clarifying the ground covered and even extending from there.<\/p>\n\n\n\n
These are situations where one actually wants to be questioned to get a sense a satisfaction that the effort (the speech, in this case) has been worthwhile. But there are other situations where being questioned has a very negative connotation. It implies questioning the ability of the person being questioned or the work that he has done.<\/p>\n\n\n\n
The important thing is that the intent of questioning should be to seek understanding rather than putting down someone. Hence, even the tone of questioning is very important. Consider the difference between, \u201cWhy did you do THAT?\u201d and \u201cWhat are your reasons for doing THAT?\u201d<\/p>\n\n\n\n
The tone of the former question is judgmental while the same question asked differently demonstrates an openness and a neutral tone. The tone is important because it can either put people off & make them defensive or it can make them relaxed and explain their rationale for an idea or a course of action.<\/p>\n\n\n\n
From the above, it follows that there is a big difference between \u201cquestioning\u201d and \u201casking questions\u201d.<\/p>\n\n\n\n
$\"image\"$ <\/figure>\n\n\n\n
In the work context, a manager who adopts an approach of \u201casking questions\u201d enables an environment where his reportees apply their mind to the situation at hand and exercise their best judgment on the right course of action.<\/p>\n\n\n\n
The manager can use questions to expand the reportee\u2019s thinking and make him aware of aspects he may not have thought of (instead of just instructing him what to do).<\/p>\n\n\n\n
Hence asking questions contributes to the reportee\u2019s overall development and ability to deal with situations with minimal oversight. Equally important, it enables greater responsibility on the part of the reportee so that the implementation aspects of his suggestions are fully owned by him.<\/p>\n\n\n\n
Through this, the manager\u2019s time is also freed up from routine oversight functions to take up important but not urgent tasks.<\/p>\n\n\n\n
In a highly dynamic world, the approach of \u201casking questions\u201d is not just \u201ca nice to have\u201d but an imperative to empower people and ensure that the organization as a whole responds fast to changes in the environment.<\/p>\n\n\n\n
\u201cAsking questions\u201d is an essential part of the tool set of a coach who may be the line manager himself. You consciously adopt the approach for improving the \u201cawareness\u201d of the coachee and therefore, open his mind to his perceptions & other possibilities and take \u201cresponsibility\u201d for the options for actions that he chooses.<\/p>\n\n\n\n
Finally, adopting the approach of \u201casking questions\u201d needs a complementing skill which is ACTIVE listening. A coach cannot sustain a session of asking questions without actually listening well, understanding and re-phrasing of what the coachee says.<\/p>\n\n\n\n
As with most things in life, practice makes perfect \u2013 it takes time and experience to hone the approach of asking questions and the skill of active listening. But they can indeed be developed for individual and organizational benefit. The time to start is NOW!<\/p>\n","post_title":"Questioning and Asking Questions - what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"questioning-and-asking-questions-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:02","post_modified_gmt":"2024-01-29 10:55:02","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1514","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1448,"post_author":"31","post_date":"2014-11-02 06:59:09","post_date_gmt":"2014-11-02 01:29:09","post_content":"\n
This article is part of the series on \u201cJourney of a coach\u201d covering my experiences as a performance coach. You may have the read an earlier article in the series on \u201cJourney of a coach \u2013 the beginning\u201d<\/a>. The journey continues here...<\/p>\n\n\n\n
Yogi Berra, New York Yankees baseball player (arguably the best catcher of all time) said, \u201cIn theory, there is no difference between theory & practice. But in practice, there is!\u201d So, this article is about the theory & practice of coaching for performance \u2013 not baseball players but people managing software projects.<\/p>\n\n\n\n
In my context, the \u201ctheory\u201d was mostly \u201cCoaching for Performance\u201d by John Whitmore (by the way, there is another article of mine on Whitmore<\/a> if you are interested). The \u201cpractice\u201d was, of course, my actual experiences over the years.<\/p>\n\n\n\n
A caveat \u2013 I am not here to debunk theory and hail practice - as a cardiac surgeon might! I have a great deal of respect for Whitmore\u2019s book on Coaching for Performance. The book provided a solid reference and a practical guide for my work as a coach all these years.<\/p>\n\n\n\n
However, I do have my own \u201cinterpretations\u201d and \u201cextensions\u201d of the theory in actual practice which I wish to share. I will use the diagram below which shows the context for coaching.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
You can see the \u201ccircles of influence\u201d around the coachee which would have a bearing on coaching and its effectiveness. We will cover each of these circles with examples. Note that the coach\u2019s experience, beliefs and perceptions are also significant in the context in addition to his skills for coaching.<\/p>\n\n\n\n
Circle #1: Are all situations \u201ccoaching situations\u201d?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The first circle of influence is the coaching situation faced by the coachee at work. For example, it could be that he is recently promoted and finds gaining acceptance in his team a challenge.<\/p>\n\n\n\n
The question is whether all such work situations are amenable for coaching - whether you are the manager of the coachee or an external coach. If you follow the \u201ctheory\u201d (that is Whitmore), a coaching style can become the default management style of the entire organization for all occasions.<\/p>\n\n\n\n
In other words, all manager-reportee interactions can naturally follow the coaching style \u2013 the manager following the sequence of helping his reportee to identify the goal he is seeking to achieve, assess the current state of affairs, consider the available options to achieve the goal and making the commitment-making to make it happen.<\/p>\n\n\n\n
That is all very well, but what if you are a commando fighting a guerrilla war in a jungle and see a metal tube from the foliage pointing at you. Your commander (\u201cmanager\u201d) is not going to coach you through the situation, is he?<\/p>\n\n\n\n
There are also other equivalent (but less extreme) situations at work when time is of essence and all that the coachee needs is information or simple direction (like for example, how to balance staff loading in a project schedule).<\/p>\n\n\n\n
So, my interpretation of theory is that there is better pay-off of coaching in some situations than others. However, there are many, many work situations wherein the quality of work<\/b> or results<\/b> is very important, the learning<\/b> for the coachee very important and it is not an emergency<\/b>. Coaching is very relevant in those cases.<\/p>\n\n\n\n
Circle #2: Are people always receptive to coaching?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The next circle of influence is relating to how receptive people are to coaching even if their work situation was amenable for it.<\/p>\n\n\n\n
Are they motivated enough to become more aware<\/b> and take responsibility<\/b> by themselves and not just because their employer has enrolled them in a training & coaching program?<\/p>\n\n\n\n
Maslow\u2019s theory is that motivation is linked to the stage an individual is at in a hierarchy of needs (see diagram below from Whitmore\u2019s Coaching for Performance). Note that Whitmore has split Maslow\u2019s Esteem stage into two \u2013 Esteem from others and Self-esteem.<\/p>\n\n\n\n
At the stage of Esteem from others, one is looking \u201cexternal\u201d recognition and prestige as motivators. At the stage of Self-esteem, external motivators tend to become less important. More important is the need to make a difference and being empowered to do so enhancing self-esteem. This self-esteem stage is where coaching makes the biggest impact for personal growth.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
Source: Coaching for Performance by John Whitmore<\/i><\/p>\n\n\n\n
There are a few more \u201ccircles\u201d to cover which we will in Part II of the article.<\/p>\n\n\n\n
Till then...<\/p>\n","post_title":"Journey of a coach - theory & practice (Part I)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-i","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:34","post_modified_gmt":"2024-01-29 10:55:34","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1521,"post_author":"26","post_date":"2014-10-30 10:57:02","post_date_gmt":"2014-10-30 05:27:02","post_content":"\n
$\"Network_whenhow2\"$ <\/a><\/figure>\n\n\n\n
One is never without a network and if you are reading this - it may be more to know how to grow it and\/or to overcome obstacles, often due to one's level comfort with so called \"networking\".<\/p>\n\n\n\n
If you look at how you:<\/p>\n\n\n\n
\n
got the opportunity to work in your current position<\/li>\n\n\n\n
got into your college\/school<\/li>\n\n\n\n
got your house on rent or bought your apartment<\/li>\n<\/ul>\n\n\n\n
you will see that a network - formal, informal or virtual (internet based) was at play.<\/p>\n\n\n\n
I will focus on growing your professional network and a few simple steps for it and not delve into specifics of social media, as all of you would be familiar with it.<\/p>\n\n\n\n
First, start with your existing network - which will be your current and past colleagues, your college and school alumni, friends and family. See that you stay in touch with them, by meeting them up or electronically, if you are not in touch start right away. Sending greetings for important occasions, festivals and events is a good way to start. Make it a point to call a few of them over the commute\/ weekends and work on the complete list slowly and steadily, start at top the list again once you complete it.<\/p>\n\n\n\n
What if you need to ask for a reference or a favor from a person with whom you are not in regular touch. The best way to is to be honest, there is no point in coming up with a phony reason to get in touch with them and ask for what you want. Your honesty will be appreciated, after that do thank them and make an effort to stay in touch with them. See that your nurture this set of contacts where you have already made a start.<\/p>\n\n\n\n
Once, when I was looking out for a job using my network, I made it a point to call and thank all those who forwarded my resume to their contacts and I sent a book as a gift to thank all those contacts whose help took me to the interview stage. I did it without any motive and what amazed me was the warmth from these contacts in all my future interactions.<\/p>\n\n\n\n
Second area to focus on are the professional events - there will be events where your technical or managerial domain will be the focus. You may be sponsored\/encouraged by your organizations to attend them, do not let is pass citing an excuse of being busy. Do make time to attend a few of them. If you find that you do not have this opportunity then see that you find such events and enroll yourself.<\/p>\n\n\n\n
In my experience these events certainly help you make a few contacts, you will always find a few persons whom you will find interesting and knowledgeable and connect effortlessly. The key is to nurture this - see that you follow-up with a mail and\/or a call.<\/p>\n\n\n\n
If you are the type who feels inhibited to make an opening, then do not worry. I was advised by one of my mentors to just listen and not worry about talking and enjoy being there. If you listen and observe intently you will find yourself talking soon. Your focus on the interactions and not on your perceived ability, does the trick. Try it a couple of times and see for yourself.<\/p>\n\n\n\n
Lastly, for anything to succeed one has to have the desire, then comes the effort and discipline for achieving it. A small progress or a step with positive result, is the best encouragement for you to strive towards your goals. Do ponder on your actions and results to stay focused on continuing to do this.<\/p>\n\n\n\n
One related question I hear from many of my coachees is \"visibility\" within the organization. More on that in a later post.<\/p>\n","post_title":"Networking - when and how to begin?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"networking-when-and-how-to-begin","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:58","post_modified_gmt":"2024-01-29 14:50:58","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1521","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1517,"post_author":"30","post_date":"2014-10-29 09:30:26","post_date_gmt":"2014-10-29 04:00:26","post_content":"\n
$\"sell-it\"$ <\/a><\/figure>\n\n\n\n
As a child, I used to come up with various ideas for almost anything, and ask for Rs. 1000\/- per idea. Being a child, nobody would want to pay money, that too a thousand Rupees \u2013 but, I would get something else as an appreciation for my efforts. A toffee, a cone ice cream etc.<\/p>\n\n\n\n
Further on, when I used to be active in small groups, selling was more of ideas and to get the team to converge on something, that the group can take as an action.<\/p>\n\n\n\n
As a team leader, I needed to sell the vision of the project to the team, to get everybody\u2019s buy in.<\/p>\n\n\n\n
More recently, I have been in contact with many aspiring and active entrepreneurs. Selling is something that they do with every breath.<\/p>\n\n\n\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 10 of 12 Previous 1 … 9 10 11 12 Next

\n
2) Growing the people<\/p>\n\n\n\n
Coaching as a leadership\/management style achieves both.<\/p>\n\n\n\n
With Command & Control approach, managers may get the work done in the short term, by force. But that might have negative impacts on the team in terms of :<\/p>\n\n\n\n
- Lack of ownership<\/p>\n\n\n\n
- Low motivation<\/p>\n\n\n\n
- Poor quality output<\/p>\n\n\n\n
- Low productivity<\/p>\n\n\n\n
- Missed schedules etc.<\/p>\n\n\n\n
Command & Control might also impact development of team members negatively. Teams might wait for manager to give instruction. They might hesitate to take initiative as it might get overruled by the manager. They might stop thinking new & innovative ideas as the manager will always tell them what to do.<\/p>\n\n\n\n
On the other hand, with Coaching as the leadership style, managers will empower the team members to come out with new ideas, solutions and encourage them to implement them. They will help the team members to discover their strengths by asking questions & challenging them. This builds motivation and ownership in the team members.<\/p>\n\n\n\n
Having said that, there are situations where Managers need to use command & control approaches. For example, in a fire fighting situation where extremely quick response in needed. There will be a need for different approaches for different team members \u2013 someone may need more directive input & constant oversight and someone may need a lot of freedom.<\/p>\n\n\n\n
A good leader is one who has high self awareness, self-regulation, self-motivation and empathy through which he\/she can sense and respond differently, in a conscious way, to different situations & different people.<\/p>\n\n\n\n
However, to be a good Leader, coaching way of management style should be the most natural approach and command & control should be the exception.<\/p>\n","post_title":"Coaching vs Command & Control style of Management","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"coaching-vs-command-control-style-of-management","to_ping":"","pinged":"","post_modified":"2024-01-29 15:34:20","post_modified_gmt":"2024-01-29 15:34:20","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1519","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1456,"post_author":"31","post_date":"2014-11-09 12:15:37","post_date_gmt":"2014-11-09 06:45:37","post_content":"\n
In an earlier article \u201cJourney of a coach \u2013 theory & practice (Part I)<\/a>, we introduced the \u201ccircles of influence\u201d which form the context (see diagram below) for coaching process.<\/p>\n\n\n\n
$\"image\"$ <\/a> The circles in the diagram above have a significant bearing on coaching effectiveness and need to be addressed by the coach using the theory of coaching (such as Whitmore\u2019s book on \u201cCoaching for Performance\u201d). In the case of some circles, the theory may \u201cend\u201d at some point and the coach will have \u201cinterpret\u201d and \u201cextend\u201d it for the specific coachee situation at hand.<\/p>\n\n\n\n
We covered the following in Part I of this article:<\/p>\n\n\n\n
\u00b7 Circle #1: Are all situations \u201ccoaching situations\u201d?<\/p>\n\n\n\n
\u00b7 Circle #2: Are people always receptive to coaching?<\/p>\n\n\n\n
In this Part II, we will cover the two remaining circles.<\/p>\n\n\n\n
Circle #3: Are coaches sometimes helpless?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
Circle #3 above regarding \u201cbeliefs, perceptions and personal circumstances\u201d can actually be quite a hard shell hindering coaching progress. But it is often an invisible hard shell because people will share only so much of their innermost beliefs and personal circumstances even though they are impacting their work performance. Coaches make chance discoveries of this shell in the Reality check part (that is, the current state of affairs that needs to improve to meet the Goal) of the Goal-Reality-Options-Will (GROW) model of Whitmore. Here are examples:<\/p>\n\n\n\n
\u00b7 A coachee once candidly admitted that he was himself the reason for his declining performance at work. The reason was that his family was going through his sister\u2019s painful divorce in the US and her life coming back to India. He just could not go about work as usual<\/p>\n\n\n\n
\u00b7 A second coachee had a lot of issues with his manager. He felt that the manager\u2019s lack of domain knowledge resulted in his not realizing & recognizing the value of the coachee\u2019s work. In addition, the coachee seemed to indicate that lack of recognition of his work had to do with his belonging to a minority religious community in India<\/p>\n\n\n\n
\u00b7 Yet another coachee told my colleague (also a Performance Coach) that her problems arose because her boss was an inveterate woman-hater<\/p>\n\n\n\n
These are situations of tight-rope walking for a performance coach! In situations of personal crisis, the coach may only help by sympathetic and patient listening. This may help the coachee more than one would think \u2013 just getting the problem \u201coff his chest\u201d often helps and relieves stress. Being less stressed, he may be able to come to grips with his personal predicament and deal with it better. However, coachee\u2019s entrenched beliefs on, say, religion and gender can be very challenging for the coach to deal with. Some deep-rooted beliefs may indicate pathology needing help from a trained therapist \u2013 far beyond the scope of performance coaching and the ability of the coach.<\/p>\n\n\n\n
Circle #4: Is the coachee\u2019s work environment conducive?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The last circle of influence is the coachee\u2019s work. Sometimes, people have told me that they are \u201cstuck\u201d in positions \u2013 say, \u201croutine\u201d software bug fixing and maintenance where there is really no scope for \u201clearning, enjoyment and fulfillment\u201d (you may like to read My Team is not motivated!!!<\/a> by my colleague Prasanna Moses on this). Most of us would agree that there is far less drudgery at work in today\u2019s knowledge-centric world than even just 30 years ago. We would also agree that there is no such thing as 100% \u201csexy\u201d work (unless of course, you are doing breakthrough work of your calling \u2013 say, in quantum computing). So, when coachees complain about their current work\/role and the lack of sexiness thereof, I ask them questions about what makes it boring, what they can do about it and so on \u2013 hopefully making them better aware of interesting possibilities in what they were doing. In some cases, people have hinted to me that they are considering quitting their \u201cboring\u201d job and looking for a reaction. Under such circumstances, to be fair to the coachee and to the coachee\u2019s employer (who is paying my fees!), I would say the best option is to ask the coachee questions exploring his rationale for leaving (without being judgmental on whether it is right or wrong) \u2013 like what does he think leaving the job will achieve, how will it get him closer to his goals, how is he sure that the same problems would not repeat themselves in the new organization and so on. The ultimate decision should be the coachee\u2019s based on introspection triggered by your questions. He may still choose to quit \u2013 but that is another matter! As far as you are concerned as a coach, you have played it fair & square. It is not unthinkable that you as the coach may actually agree with his rationale for seeking another job!<\/p>\n\n\n\n
A related aspect is also the organizational environment in which the coachee works \u2013 over & above his immediate work\/role discussed above. In sports coaching, the strong individual motivation is a given and the coachee has a great deal of control over what he can and cannot do to enhance his performance. The circumstances for software project managers are different. Their GROW model is in the context of an organization with its culture, policies, processes and so on. As a coach, I have encountered some real challenges here \u2013 the Project Manager may be aspiring to do something of value in his project but his line management and work environment may not be supportive. Some organizational policies can be insensitive to people and even draconian. In one software development organization, if project team members logged in less than 40 hours per week of approved work, there would be automatic cuts in their pay while the significant additional work needed at other times went scarcely noticed! How can one be expected to learn and enjoy their work in such an environment? In such cases, we do bring it up with the line management for addressing them and offer our help as well. To be honest, it worked sometimes and it did not in as many cases.<\/p>\n\n\n\n
In summary, as a practicing coach, you are bound to run into situations like the ones above which make you stop and ponder as to what extent theory can lead practice! You may need to introspect and think of newer ways of extending \u201ctheory\u201d or just use good old common sense and move on! At PM Power, we have the coaches\u2019 conclave where these situations are discussed to see how best to help the coachee considering all the circles of influence. It has significantly helped our coaches in specific situations and in honing their coaching skills in general.<\/p>\n\n\n\n
We invite you to share your coaching experiences (as a coach or a coachee) and we would be happy to share our perspectives which may be of help. You may reach us at info@pm-powerconsulting.com.<\/p>\n","post_title":"Journey of a coach - theory & practice (Part II)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-ii","to_ping":"","pinged":"","post_modified":"2024-01-29 10:54:32","post_modified_gmt":"2024-01-29 10:54:32","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1456","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1514,"post_author":"31","post_date":"2014-11-02 12:24:22","post_date_gmt":"2014-11-02 06:54:22","post_content":"\n
A speaker finishes a great speech \u2013 at least, HE thinks it is great! He then asks, \u201cAny questions?\u201d What does he expect? If I were him, I would expect the audience to demonstrate a level of understanding of what the speech was all about and ask meaningful questions - clarifying the ground covered and even extending from there.<\/p>\n\n\n\n
These are situations where one actually wants to be questioned to get a sense a satisfaction that the effort (the speech, in this case) has been worthwhile. But there are other situations where being questioned has a very negative connotation. It implies questioning the ability of the person being questioned or the work that he has done.<\/p>\n\n\n\n
The important thing is that the intent of questioning should be to seek understanding rather than putting down someone. Hence, even the tone of questioning is very important. Consider the difference between, \u201cWhy did you do THAT?\u201d and \u201cWhat are your reasons for doing THAT?\u201d<\/p>\n\n\n\n
The tone of the former question is judgmental while the same question asked differently demonstrates an openness and a neutral tone. The tone is important because it can either put people off & make them defensive or it can make them relaxed and explain their rationale for an idea or a course of action.<\/p>\n\n\n\n
From the above, it follows that there is a big difference between \u201cquestioning\u201d and \u201casking questions\u201d.<\/p>\n\n\n\n
$\"image\"$ <\/figure>\n\n\n\n
In the work context, a manager who adopts an approach of \u201casking questions\u201d enables an environment where his reportees apply their mind to the situation at hand and exercise their best judgment on the right course of action.<\/p>\n\n\n\n
The manager can use questions to expand the reportee\u2019s thinking and make him aware of aspects he may not have thought of (instead of just instructing him what to do).<\/p>\n\n\n\n
Hence asking questions contributes to the reportee\u2019s overall development and ability to deal with situations with minimal oversight. Equally important, it enables greater responsibility on the part of the reportee so that the implementation aspects of his suggestions are fully owned by him.<\/p>\n\n\n\n
Through this, the manager\u2019s time is also freed up from routine oversight functions to take up important but not urgent tasks.<\/p>\n\n\n\n
In a highly dynamic world, the approach of \u201casking questions\u201d is not just \u201ca nice to have\u201d but an imperative to empower people and ensure that the organization as a whole responds fast to changes in the environment.<\/p>\n\n\n\n
\u201cAsking questions\u201d is an essential part of the tool set of a coach who may be the line manager himself. You consciously adopt the approach for improving the \u201cawareness\u201d of the coachee and therefore, open his mind to his perceptions & other possibilities and take \u201cresponsibility\u201d for the options for actions that he chooses.<\/p>\n\n\n\n
Finally, adopting the approach of \u201casking questions\u201d needs a complementing skill which is ACTIVE listening. A coach cannot sustain a session of asking questions without actually listening well, understanding and re-phrasing of what the coachee says.<\/p>\n\n\n\n
As with most things in life, practice makes perfect \u2013 it takes time and experience to hone the approach of asking questions and the skill of active listening. But they can indeed be developed for individual and organizational benefit. The time to start is NOW!<\/p>\n","post_title":"Questioning and Asking Questions - what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"questioning-and-asking-questions-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:02","post_modified_gmt":"2024-01-29 10:55:02","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1514","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1448,"post_author":"31","post_date":"2014-11-02 06:59:09","post_date_gmt":"2014-11-02 01:29:09","post_content":"\n
This article is part of the series on \u201cJourney of a coach\u201d covering my experiences as a performance coach. You may have the read an earlier article in the series on \u201cJourney of a coach \u2013 the beginning\u201d<\/a>. The journey continues here...<\/p>\n\n\n\n
Yogi Berra, New York Yankees baseball player (arguably the best catcher of all time) said, \u201cIn theory, there is no difference between theory & practice. But in practice, there is!\u201d So, this article is about the theory & practice of coaching for performance \u2013 not baseball players but people managing software projects.<\/p>\n\n\n\n
In my context, the \u201ctheory\u201d was mostly \u201cCoaching for Performance\u201d by John Whitmore (by the way, there is another article of mine on Whitmore<\/a> if you are interested). The \u201cpractice\u201d was, of course, my actual experiences over the years.<\/p>\n\n\n\n
A caveat \u2013 I am not here to debunk theory and hail practice - as a cardiac surgeon might! I have a great deal of respect for Whitmore\u2019s book on Coaching for Performance. The book provided a solid reference and a practical guide for my work as a coach all these years.<\/p>\n\n\n\n
However, I do have my own \u201cinterpretations\u201d and \u201cextensions\u201d of the theory in actual practice which I wish to share. I will use the diagram below which shows the context for coaching.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
You can see the \u201ccircles of influence\u201d around the coachee which would have a bearing on coaching and its effectiveness. We will cover each of these circles with examples. Note that the coach\u2019s experience, beliefs and perceptions are also significant in the context in addition to his skills for coaching.<\/p>\n\n\n\n
Circle #1: Are all situations \u201ccoaching situations\u201d?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The first circle of influence is the coaching situation faced by the coachee at work. For example, it could be that he is recently promoted and finds gaining acceptance in his team a challenge.<\/p>\n\n\n\n
The question is whether all such work situations are amenable for coaching - whether you are the manager of the coachee or an external coach. If you follow the \u201ctheory\u201d (that is Whitmore), a coaching style can become the default management style of the entire organization for all occasions.<\/p>\n\n\n\n
In other words, all manager-reportee interactions can naturally follow the coaching style \u2013 the manager following the sequence of helping his reportee to identify the goal he is seeking to achieve, assess the current state of affairs, consider the available options to achieve the goal and making the commitment-making to make it happen.<\/p>\n\n\n\n
That is all very well, but what if you are a commando fighting a guerrilla war in a jungle and see a metal tube from the foliage pointing at you. Your commander (\u201cmanager\u201d) is not going to coach you through the situation, is he?<\/p>\n\n\n\n
There are also other equivalent (but less extreme) situations at work when time is of essence and all that the coachee needs is information or simple direction (like for example, how to balance staff loading in a project schedule).<\/p>\n\n\n\n
So, my interpretation of theory is that there is better pay-off of coaching in some situations than others. However, there are many, many work situations wherein the quality of work<\/b> or results<\/b> is very important, the learning<\/b> for the coachee very important and it is not an emergency<\/b>. Coaching is very relevant in those cases.<\/p>\n\n\n\n
Circle #2: Are people always receptive to coaching?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The next circle of influence is relating to how receptive people are to coaching even if their work situation was amenable for it.<\/p>\n\n\n\n
Are they motivated enough to become more aware<\/b> and take responsibility<\/b> by themselves and not just because their employer has enrolled them in a training & coaching program?<\/p>\n\n\n\n
Maslow\u2019s theory is that motivation is linked to the stage an individual is at in a hierarchy of needs (see diagram below from Whitmore\u2019s Coaching for Performance). Note that Whitmore has split Maslow\u2019s Esteem stage into two \u2013 Esteem from others and Self-esteem.<\/p>\n\n\n\n
At the stage of Esteem from others, one is looking \u201cexternal\u201d recognition and prestige as motivators. At the stage of Self-esteem, external motivators tend to become less important. More important is the need to make a difference and being empowered to do so enhancing self-esteem. This self-esteem stage is where coaching makes the biggest impact for personal growth.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
Source: Coaching for Performance by John Whitmore<\/i><\/p>\n\n\n\n
There are a few more \u201ccircles\u201d to cover which we will in Part II of the article.<\/p>\n\n\n\n
Till then...<\/p>\n","post_title":"Journey of a coach - theory & practice (Part I)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-i","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:34","post_modified_gmt":"2024-01-29 10:55:34","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1521,"post_author":"26","post_date":"2014-10-30 10:57:02","post_date_gmt":"2014-10-30 05:27:02","post_content":"\n
$\"Network_whenhow2\"$ <\/a><\/figure>\n\n\n\n
One is never without a network and if you are reading this - it may be more to know how to grow it and\/or to overcome obstacles, often due to one's level comfort with so called \"networking\".<\/p>\n\n\n\n
If you look at how you:<\/p>\n\n\n\n
\n
got the opportunity to work in your current position<\/li>\n\n\n\n
got into your college\/school<\/li>\n\n\n\n
got your house on rent or bought your apartment<\/li>\n<\/ul>\n\n\n\n
you will see that a network - formal, informal or virtual (internet based) was at play.<\/p>\n\n\n\n
I will focus on growing your professional network and a few simple steps for it and not delve into specifics of social media, as all of you would be familiar with it.<\/p>\n\n\n\n
First, start with your existing network - which will be your current and past colleagues, your college and school alumni, friends and family. See that you stay in touch with them, by meeting them up or electronically, if you are not in touch start right away. Sending greetings for important occasions, festivals and events is a good way to start. Make it a point to call a few of them over the commute\/ weekends and work on the complete list slowly and steadily, start at top the list again once you complete it.<\/p>\n\n\n\n
What if you need to ask for a reference or a favor from a person with whom you are not in regular touch. The best way to is to be honest, there is no point in coming up with a phony reason to get in touch with them and ask for what you want. Your honesty will be appreciated, after that do thank them and make an effort to stay in touch with them. See that your nurture this set of contacts where you have already made a start.<\/p>\n\n\n\n
Once, when I was looking out for a job using my network, I made it a point to call and thank all those who forwarded my resume to their contacts and I sent a book as a gift to thank all those contacts whose help took me to the interview stage. I did it without any motive and what amazed me was the warmth from these contacts in all my future interactions.<\/p>\n\n\n\n
Second area to focus on are the professional events - there will be events where your technical or managerial domain will be the focus. You may be sponsored\/encouraged by your organizations to attend them, do not let is pass citing an excuse of being busy. Do make time to attend a few of them. If you find that you do not have this opportunity then see that you find such events and enroll yourself.<\/p>\n\n\n\n
In my experience these events certainly help you make a few contacts, you will always find a few persons whom you will find interesting and knowledgeable and connect effortlessly. The key is to nurture this - see that you follow-up with a mail and\/or a call.<\/p>\n\n\n\n
If you are the type who feels inhibited to make an opening, then do not worry. I was advised by one of my mentors to just listen and not worry about talking and enjoy being there. If you listen and observe intently you will find yourself talking soon. Your focus on the interactions and not on your perceived ability, does the trick. Try it a couple of times and see for yourself.<\/p>\n\n\n\n
Lastly, for anything to succeed one has to have the desire, then comes the effort and discipline for achieving it. A small progress or a step with positive result, is the best encouragement for you to strive towards your goals. Do ponder on your actions and results to stay focused on continuing to do this.<\/p>\n\n\n\n
One related question I hear from many of my coachees is \"visibility\" within the organization. More on that in a later post.<\/p>\n","post_title":"Networking - when and how to begin?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"networking-when-and-how-to-begin","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:58","post_modified_gmt":"2024-01-29 14:50:58","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1521","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1517,"post_author":"30","post_date":"2014-10-29 09:30:26","post_date_gmt":"2014-10-29 04:00:26","post_content":"\n
$\"sell-it\"$ <\/a><\/figure>\n\n\n\n
As a child, I used to come up with various ideas for almost anything, and ask for Rs. 1000\/- per idea. Being a child, nobody would want to pay money, that too a thousand Rupees \u2013 but, I would get something else as an appreciation for my efforts. A toffee, a cone ice cream etc.<\/p>\n\n\n\n
Further on, when I used to be active in small groups, selling was more of ideas and to get the team to converge on something, that the group can take as an action.<\/p>\n\n\n\n
As a team leader, I needed to sell the vision of the project to the team, to get everybody\u2019s buy in.<\/p>\n\n\n\n
More recently, I have been in contact with many aspiring and active entrepreneurs. Selling is something that they do with every breath.<\/p>\n\n\n\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 10 of 12 Previous 1 … 9 10 11 12 Next

\n
1) Getting work done<\/p>\n\n\n\n
2) Growing the people<\/p>\n\n\n\n
Coaching as a leadership\/management style achieves both.<\/p>\n\n\n\n
With Command & Control approach, managers may get the work done in the short term, by force. But that might have negative impacts on the team in terms of :<\/p>\n\n\n\n
- Lack of ownership<\/p>\n\n\n\n
- Low motivation<\/p>\n\n\n\n
- Poor quality output<\/p>\n\n\n\n
- Low productivity<\/p>\n\n\n\n
- Missed schedules etc.<\/p>\n\n\n\n
Command & Control might also impact development of team members negatively. Teams might wait for manager to give instruction. They might hesitate to take initiative as it might get overruled by the manager. They might stop thinking new & innovative ideas as the manager will always tell them what to do.<\/p>\n\n\n\n
On the other hand, with Coaching as the leadership style, managers will empower the team members to come out with new ideas, solutions and encourage them to implement them. They will help the team members to discover their strengths by asking questions & challenging them. This builds motivation and ownership in the team members.<\/p>\n\n\n\n
Having said that, there are situations where Managers need to use command & control approaches. For example, in a fire fighting situation where extremely quick response in needed. There will be a need for different approaches for different team members \u2013 someone may need more directive input & constant oversight and someone may need a lot of freedom.<\/p>\n\n\n\n
A good leader is one who has high self awareness, self-regulation, self-motivation and empathy through which he\/she can sense and respond differently, in a conscious way, to different situations & different people.<\/p>\n\n\n\n
However, to be a good Leader, coaching way of management style should be the most natural approach and command & control should be the exception.<\/p>\n","post_title":"Coaching vs Command & Control style of Management","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"coaching-vs-command-control-style-of-management","to_ping":"","pinged":"","post_modified":"2024-01-29 15:34:20","post_modified_gmt":"2024-01-29 15:34:20","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1519","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1456,"post_author":"31","post_date":"2014-11-09 12:15:37","post_date_gmt":"2014-11-09 06:45:37","post_content":"\n
In an earlier article \u201cJourney of a coach \u2013 theory & practice (Part I)<\/a>, we introduced the \u201ccircles of influence\u201d which form the context (see diagram below) for coaching process.<\/p>\n\n\n\n
$\"image\"$ <\/a> The circles in the diagram above have a significant bearing on coaching effectiveness and need to be addressed by the coach using the theory of coaching (such as Whitmore\u2019s book on \u201cCoaching for Performance\u201d). In the case of some circles, the theory may \u201cend\u201d at some point and the coach will have \u201cinterpret\u201d and \u201cextend\u201d it for the specific coachee situation at hand.<\/p>\n\n\n\n
We covered the following in Part I of this article:<\/p>\n\n\n\n
\u00b7 Circle #1: Are all situations \u201ccoaching situations\u201d?<\/p>\n\n\n\n
\u00b7 Circle #2: Are people always receptive to coaching?<\/p>\n\n\n\n
In this Part II, we will cover the two remaining circles.<\/p>\n\n\n\n
Circle #3: Are coaches sometimes helpless?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
Circle #3 above regarding \u201cbeliefs, perceptions and personal circumstances\u201d can actually be quite a hard shell hindering coaching progress. But it is often an invisible hard shell because people will share only so much of their innermost beliefs and personal circumstances even though they are impacting their work performance. Coaches make chance discoveries of this shell in the Reality check part (that is, the current state of affairs that needs to improve to meet the Goal) of the Goal-Reality-Options-Will (GROW) model of Whitmore. Here are examples:<\/p>\n\n\n\n
\u00b7 A coachee once candidly admitted that he was himself the reason for his declining performance at work. The reason was that his family was going through his sister\u2019s painful divorce in the US and her life coming back to India. He just could not go about work as usual<\/p>\n\n\n\n
\u00b7 A second coachee had a lot of issues with his manager. He felt that the manager\u2019s lack of domain knowledge resulted in his not realizing & recognizing the value of the coachee\u2019s work. In addition, the coachee seemed to indicate that lack of recognition of his work had to do with his belonging to a minority religious community in India<\/p>\n\n\n\n
\u00b7 Yet another coachee told my colleague (also a Performance Coach) that her problems arose because her boss was an inveterate woman-hater<\/p>\n\n\n\n
These are situations of tight-rope walking for a performance coach! In situations of personal crisis, the coach may only help by sympathetic and patient listening. This may help the coachee more than one would think \u2013 just getting the problem \u201coff his chest\u201d often helps and relieves stress. Being less stressed, he may be able to come to grips with his personal predicament and deal with it better. However, coachee\u2019s entrenched beliefs on, say, religion and gender can be very challenging for the coach to deal with. Some deep-rooted beliefs may indicate pathology needing help from a trained therapist \u2013 far beyond the scope of performance coaching and the ability of the coach.<\/p>\n\n\n\n
Circle #4: Is the coachee\u2019s work environment conducive?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The last circle of influence is the coachee\u2019s work. Sometimes, people have told me that they are \u201cstuck\u201d in positions \u2013 say, \u201croutine\u201d software bug fixing and maintenance where there is really no scope for \u201clearning, enjoyment and fulfillment\u201d (you may like to read My Team is not motivated!!!<\/a> by my colleague Prasanna Moses on this). Most of us would agree that there is far less drudgery at work in today\u2019s knowledge-centric world than even just 30 years ago. We would also agree that there is no such thing as 100% \u201csexy\u201d work (unless of course, you are doing breakthrough work of your calling \u2013 say, in quantum computing). So, when coachees complain about their current work\/role and the lack of sexiness thereof, I ask them questions about what makes it boring, what they can do about it and so on \u2013 hopefully making them better aware of interesting possibilities in what they were doing. In some cases, people have hinted to me that they are considering quitting their \u201cboring\u201d job and looking for a reaction. Under such circumstances, to be fair to the coachee and to the coachee\u2019s employer (who is paying my fees!), I would say the best option is to ask the coachee questions exploring his rationale for leaving (without being judgmental on whether it is right or wrong) \u2013 like what does he think leaving the job will achieve, how will it get him closer to his goals, how is he sure that the same problems would not repeat themselves in the new organization and so on. The ultimate decision should be the coachee\u2019s based on introspection triggered by your questions. He may still choose to quit \u2013 but that is another matter! As far as you are concerned as a coach, you have played it fair & square. It is not unthinkable that you as the coach may actually agree with his rationale for seeking another job!<\/p>\n\n\n\n
A related aspect is also the organizational environment in which the coachee works \u2013 over & above his immediate work\/role discussed above. In sports coaching, the strong individual motivation is a given and the coachee has a great deal of control over what he can and cannot do to enhance his performance. The circumstances for software project managers are different. Their GROW model is in the context of an organization with its culture, policies, processes and so on. As a coach, I have encountered some real challenges here \u2013 the Project Manager may be aspiring to do something of value in his project but his line management and work environment may not be supportive. Some organizational policies can be insensitive to people and even draconian. In one software development organization, if project team members logged in less than 40 hours per week of approved work, there would be automatic cuts in their pay while the significant additional work needed at other times went scarcely noticed! How can one be expected to learn and enjoy their work in such an environment? In such cases, we do bring it up with the line management for addressing them and offer our help as well. To be honest, it worked sometimes and it did not in as many cases.<\/p>\n\n\n\n
In summary, as a practicing coach, you are bound to run into situations like the ones above which make you stop and ponder as to what extent theory can lead practice! You may need to introspect and think of newer ways of extending \u201ctheory\u201d or just use good old common sense and move on! At PM Power, we have the coaches\u2019 conclave where these situations are discussed to see how best to help the coachee considering all the circles of influence. It has significantly helped our coaches in specific situations and in honing their coaching skills in general.<\/p>\n\n\n\n
We invite you to share your coaching experiences (as a coach or a coachee) and we would be happy to share our perspectives which may be of help. You may reach us at info@pm-powerconsulting.com.<\/p>\n","post_title":"Journey of a coach - theory & practice (Part II)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-ii","to_ping":"","pinged":"","post_modified":"2024-01-29 10:54:32","post_modified_gmt":"2024-01-29 10:54:32","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1456","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1514,"post_author":"31","post_date":"2014-11-02 12:24:22","post_date_gmt":"2014-11-02 06:54:22","post_content":"\n
A speaker finishes a great speech \u2013 at least, HE thinks it is great! He then asks, \u201cAny questions?\u201d What does he expect? If I were him, I would expect the audience to demonstrate a level of understanding of what the speech was all about and ask meaningful questions - clarifying the ground covered and even extending from there.<\/p>\n\n\n\n
These are situations where one actually wants to be questioned to get a sense a satisfaction that the effort (the speech, in this case) has been worthwhile. But there are other situations where being questioned has a very negative connotation. It implies questioning the ability of the person being questioned or the work that he has done.<\/p>\n\n\n\n
The important thing is that the intent of questioning should be to seek understanding rather than putting down someone. Hence, even the tone of questioning is very important. Consider the difference between, \u201cWhy did you do THAT?\u201d and \u201cWhat are your reasons for doing THAT?\u201d<\/p>\n\n\n\n
The tone of the former question is judgmental while the same question asked differently demonstrates an openness and a neutral tone. The tone is important because it can either put people off & make them defensive or it can make them relaxed and explain their rationale for an idea or a course of action.<\/p>\n\n\n\n
From the above, it follows that there is a big difference between \u201cquestioning\u201d and \u201casking questions\u201d.<\/p>\n\n\n\n
$\"image\"$ <\/figure>\n\n\n\n
In the work context, a manager who adopts an approach of \u201casking questions\u201d enables an environment where his reportees apply their mind to the situation at hand and exercise their best judgment on the right course of action.<\/p>\n\n\n\n
The manager can use questions to expand the reportee\u2019s thinking and make him aware of aspects he may not have thought of (instead of just instructing him what to do).<\/p>\n\n\n\n
Hence asking questions contributes to the reportee\u2019s overall development and ability to deal with situations with minimal oversight. Equally important, it enables greater responsibility on the part of the reportee so that the implementation aspects of his suggestions are fully owned by him.<\/p>\n\n\n\n
Through this, the manager\u2019s time is also freed up from routine oversight functions to take up important but not urgent tasks.<\/p>\n\n\n\n
In a highly dynamic world, the approach of \u201casking questions\u201d is not just \u201ca nice to have\u201d but an imperative to empower people and ensure that the organization as a whole responds fast to changes in the environment.<\/p>\n\n\n\n
\u201cAsking questions\u201d is an essential part of the tool set of a coach who may be the line manager himself. You consciously adopt the approach for improving the \u201cawareness\u201d of the coachee and therefore, open his mind to his perceptions & other possibilities and take \u201cresponsibility\u201d for the options for actions that he chooses.<\/p>\n\n\n\n
Finally, adopting the approach of \u201casking questions\u201d needs a complementing skill which is ACTIVE listening. A coach cannot sustain a session of asking questions without actually listening well, understanding and re-phrasing of what the coachee says.<\/p>\n\n\n\n
As with most things in life, practice makes perfect \u2013 it takes time and experience to hone the approach of asking questions and the skill of active listening. But they can indeed be developed for individual and organizational benefit. The time to start is NOW!<\/p>\n","post_title":"Questioning and Asking Questions - what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"questioning-and-asking-questions-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:02","post_modified_gmt":"2024-01-29 10:55:02","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1514","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1448,"post_author":"31","post_date":"2014-11-02 06:59:09","post_date_gmt":"2014-11-02 01:29:09","post_content":"\n
This article is part of the series on \u201cJourney of a coach\u201d covering my experiences as a performance coach. You may have the read an earlier article in the series on \u201cJourney of a coach \u2013 the beginning\u201d<\/a>. The journey continues here...<\/p>\n\n\n\n
Yogi Berra, New York Yankees baseball player (arguably the best catcher of all time) said, \u201cIn theory, there is no difference between theory & practice. But in practice, there is!\u201d So, this article is about the theory & practice of coaching for performance \u2013 not baseball players but people managing software projects.<\/p>\n\n\n\n
In my context, the \u201ctheory\u201d was mostly \u201cCoaching for Performance\u201d by John Whitmore (by the way, there is another article of mine on Whitmore<\/a> if you are interested). The \u201cpractice\u201d was, of course, my actual experiences over the years.<\/p>\n\n\n\n
A caveat \u2013 I am not here to debunk theory and hail practice - as a cardiac surgeon might! I have a great deal of respect for Whitmore\u2019s book on Coaching for Performance. The book provided a solid reference and a practical guide for my work as a coach all these years.<\/p>\n\n\n\n
However, I do have my own \u201cinterpretations\u201d and \u201cextensions\u201d of the theory in actual practice which I wish to share. I will use the diagram below which shows the context for coaching.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
You can see the \u201ccircles of influence\u201d around the coachee which would have a bearing on coaching and its effectiveness. We will cover each of these circles with examples. Note that the coach\u2019s experience, beliefs and perceptions are also significant in the context in addition to his skills for coaching.<\/p>\n\n\n\n
Circle #1: Are all situations \u201ccoaching situations\u201d?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The first circle of influence is the coaching situation faced by the coachee at work. For example, it could be that he is recently promoted and finds gaining acceptance in his team a challenge.<\/p>\n\n\n\n
The question is whether all such work situations are amenable for coaching - whether you are the manager of the coachee or an external coach. If you follow the \u201ctheory\u201d (that is Whitmore), a coaching style can become the default management style of the entire organization for all occasions.<\/p>\n\n\n\n
In other words, all manager-reportee interactions can naturally follow the coaching style \u2013 the manager following the sequence of helping his reportee to identify the goal he is seeking to achieve, assess the current state of affairs, consider the available options to achieve the goal and making the commitment-making to make it happen.<\/p>\n\n\n\n
That is all very well, but what if you are a commando fighting a guerrilla war in a jungle and see a metal tube from the foliage pointing at you. Your commander (\u201cmanager\u201d) is not going to coach you through the situation, is he?<\/p>\n\n\n\n
There are also other equivalent (but less extreme) situations at work when time is of essence and all that the coachee needs is information or simple direction (like for example, how to balance staff loading in a project schedule).<\/p>\n\n\n\n
So, my interpretation of theory is that there is better pay-off of coaching in some situations than others. However, there are many, many work situations wherein the quality of work<\/b> or results<\/b> is very important, the learning<\/b> for the coachee very important and it is not an emergency<\/b>. Coaching is very relevant in those cases.<\/p>\n\n\n\n
Circle #2: Are people always receptive to coaching?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The next circle of influence is relating to how receptive people are to coaching even if their work situation was amenable for it.<\/p>\n\n\n\n
Are they motivated enough to become more aware<\/b> and take responsibility<\/b> by themselves and not just because their employer has enrolled them in a training & coaching program?<\/p>\n\n\n\n
Maslow\u2019s theory is that motivation is linked to the stage an individual is at in a hierarchy of needs (see diagram below from Whitmore\u2019s Coaching for Performance). Note that Whitmore has split Maslow\u2019s Esteem stage into two \u2013 Esteem from others and Self-esteem.<\/p>\n\n\n\n
At the stage of Esteem from others, one is looking \u201cexternal\u201d recognition and prestige as motivators. At the stage of Self-esteem, external motivators tend to become less important. More important is the need to make a difference and being empowered to do so enhancing self-esteem. This self-esteem stage is where coaching makes the biggest impact for personal growth.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
Source: Coaching for Performance by John Whitmore<\/i><\/p>\n\n\n\n
There are a few more \u201ccircles\u201d to cover which we will in Part II of the article.<\/p>\n\n\n\n
Till then...<\/p>\n","post_title":"Journey of a coach - theory & practice (Part I)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-i","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:34","post_modified_gmt":"2024-01-29 10:55:34","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1521,"post_author":"26","post_date":"2014-10-30 10:57:02","post_date_gmt":"2014-10-30 05:27:02","post_content":"\n
$\"Network_whenhow2\"$ <\/a><\/figure>\n\n\n\n
One is never without a network and if you are reading this - it may be more to know how to grow it and\/or to overcome obstacles, often due to one's level comfort with so called \"networking\".<\/p>\n\n\n\n
If you look at how you:<\/p>\n\n\n\n
\n
got the opportunity to work in your current position<\/li>\n\n\n\n
got into your college\/school<\/li>\n\n\n\n
got your house on rent or bought your apartment<\/li>\n<\/ul>\n\n\n\n
you will see that a network - formal, informal or virtual (internet based) was at play.<\/p>\n\n\n\n
I will focus on growing your professional network and a few simple steps for it and not delve into specifics of social media, as all of you would be familiar with it.<\/p>\n\n\n\n
First, start with your existing network - which will be your current and past colleagues, your college and school alumni, friends and family. See that you stay in touch with them, by meeting them up or electronically, if you are not in touch start right away. Sending greetings for important occasions, festivals and events is a good way to start. Make it a point to call a few of them over the commute\/ weekends and work on the complete list slowly and steadily, start at top the list again once you complete it.<\/p>\n\n\n\n
What if you need to ask for a reference or a favor from a person with whom you are not in regular touch. The best way to is to be honest, there is no point in coming up with a phony reason to get in touch with them and ask for what you want. Your honesty will be appreciated, after that do thank them and make an effort to stay in touch with them. See that your nurture this set of contacts where you have already made a start.<\/p>\n\n\n\n
Once, when I was looking out for a job using my network, I made it a point to call and thank all those who forwarded my resume to their contacts and I sent a book as a gift to thank all those contacts whose help took me to the interview stage. I did it without any motive and what amazed me was the warmth from these contacts in all my future interactions.<\/p>\n\n\n\n
Second area to focus on are the professional events - there will be events where your technical or managerial domain will be the focus. You may be sponsored\/encouraged by your organizations to attend them, do not let is pass citing an excuse of being busy. Do make time to attend a few of them. If you find that you do not have this opportunity then see that you find such events and enroll yourself.<\/p>\n\n\n\n
In my experience these events certainly help you make a few contacts, you will always find a few persons whom you will find interesting and knowledgeable and connect effortlessly. The key is to nurture this - see that you follow-up with a mail and\/or a call.<\/p>\n\n\n\n
If you are the type who feels inhibited to make an opening, then do not worry. I was advised by one of my mentors to just listen and not worry about talking and enjoy being there. If you listen and observe intently you will find yourself talking soon. Your focus on the interactions and not on your perceived ability, does the trick. Try it a couple of times and see for yourself.<\/p>\n\n\n\n
Lastly, for anything to succeed one has to have the desire, then comes the effort and discipline for achieving it. A small progress or a step with positive result, is the best encouragement for you to strive towards your goals. Do ponder on your actions and results to stay focused on continuing to do this.<\/p>\n\n\n\n
One related question I hear from many of my coachees is \"visibility\" within the organization. More on that in a later post.<\/p>\n","post_title":"Networking - when and how to begin?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"networking-when-and-how-to-begin","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:58","post_modified_gmt":"2024-01-29 14:50:58","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1521","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1517,"post_author":"30","post_date":"2014-10-29 09:30:26","post_date_gmt":"2014-10-29 04:00:26","post_content":"\n
$\"sell-it\"$ <\/a><\/figure>\n\n\n\n
As a child, I used to come up with various ideas for almost anything, and ask for Rs. 1000\/- per idea. Being a child, nobody would want to pay money, that too a thousand Rupees \u2013 but, I would get something else as an appreciation for my efforts. A toffee, a cone ice cream etc.<\/p>\n\n\n\n
Further on, when I used to be active in small groups, selling was more of ideas and to get the team to converge on something, that the group can take as an action.<\/p>\n\n\n\n
As a team leader, I needed to sell the vision of the project to the team, to get everybody\u2019s buy in.<\/p>\n\n\n\n
More recently, I have been in contact with many aspiring and active entrepreneurs. Selling is something that they do with every breath.<\/p>\n\n\n\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 10 of 12 Previous 1 … 9 10 11 12 Next

\n
Leaders have only two jobs:<\/p>\n\n\n\n
1) Getting work done<\/p>\n\n\n\n
2) Growing the people<\/p>\n\n\n\n
Coaching as a leadership\/management style achieves both.<\/p>\n\n\n\n
With Command & Control approach, managers may get the work done in the short term, by force. But that might have negative impacts on the team in terms of :<\/p>\n\n\n\n
- Lack of ownership<\/p>\n\n\n\n
- Low motivation<\/p>\n\n\n\n
- Poor quality output<\/p>\n\n\n\n
- Low productivity<\/p>\n\n\n\n
- Missed schedules etc.<\/p>\n\n\n\n
Command & Control might also impact development of team members negatively. Teams might wait for manager to give instruction. They might hesitate to take initiative as it might get overruled by the manager. They might stop thinking new & innovative ideas as the manager will always tell them what to do.<\/p>\n\n\n\n
On the other hand, with Coaching as the leadership style, managers will empower the team members to come out with new ideas, solutions and encourage them to implement them. They will help the team members to discover their strengths by asking questions & challenging them. This builds motivation and ownership in the team members.<\/p>\n\n\n\n
Having said that, there are situations where Managers need to use command & control approaches. For example, in a fire fighting situation where extremely quick response in needed. There will be a need for different approaches for different team members \u2013 someone may need more directive input & constant oversight and someone may need a lot of freedom.<\/p>\n\n\n\n
A good leader is one who has high self awareness, self-regulation, self-motivation and empathy through which he\/she can sense and respond differently, in a conscious way, to different situations & different people.<\/p>\n\n\n\n
However, to be a good Leader, coaching way of management style should be the most natural approach and command & control should be the exception.<\/p>\n","post_title":"Coaching vs Command & Control style of Management","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"coaching-vs-command-control-style-of-management","to_ping":"","pinged":"","post_modified":"2024-01-29 15:34:20","post_modified_gmt":"2024-01-29 15:34:20","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1519","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1456,"post_author":"31","post_date":"2014-11-09 12:15:37","post_date_gmt":"2014-11-09 06:45:37","post_content":"\n
In an earlier article \u201cJourney of a coach \u2013 theory & practice (Part I)<\/a>, we introduced the \u201ccircles of influence\u201d which form the context (see diagram below) for coaching process.<\/p>\n\n\n\n
$\"image\"$ <\/a> The circles in the diagram above have a significant bearing on coaching effectiveness and need to be addressed by the coach using the theory of coaching (such as Whitmore\u2019s book on \u201cCoaching for Performance\u201d). In the case of some circles, the theory may \u201cend\u201d at some point and the coach will have \u201cinterpret\u201d and \u201cextend\u201d it for the specific coachee situation at hand.<\/p>\n\n\n\n
We covered the following in Part I of this article:<\/p>\n\n\n\n
\u00b7 Circle #1: Are all situations \u201ccoaching situations\u201d?<\/p>\n\n\n\n
\u00b7 Circle #2: Are people always receptive to coaching?<\/p>\n\n\n\n
In this Part II, we will cover the two remaining circles.<\/p>\n\n\n\n
Circle #3: Are coaches sometimes helpless?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
Circle #3 above regarding \u201cbeliefs, perceptions and personal circumstances\u201d can actually be quite a hard shell hindering coaching progress. But it is often an invisible hard shell because people will share only so much of their innermost beliefs and personal circumstances even though they are impacting their work performance. Coaches make chance discoveries of this shell in the Reality check part (that is, the current state of affairs that needs to improve to meet the Goal) of the Goal-Reality-Options-Will (GROW) model of Whitmore. Here are examples:<\/p>\n\n\n\n
\u00b7 A coachee once candidly admitted that he was himself the reason for his declining performance at work. The reason was that his family was going through his sister\u2019s painful divorce in the US and her life coming back to India. He just could not go about work as usual<\/p>\n\n\n\n
\u00b7 A second coachee had a lot of issues with his manager. He felt that the manager\u2019s lack of domain knowledge resulted in his not realizing & recognizing the value of the coachee\u2019s work. In addition, the coachee seemed to indicate that lack of recognition of his work had to do with his belonging to a minority religious community in India<\/p>\n\n\n\n
\u00b7 Yet another coachee told my colleague (also a Performance Coach) that her problems arose because her boss was an inveterate woman-hater<\/p>\n\n\n\n
These are situations of tight-rope walking for a performance coach! In situations of personal crisis, the coach may only help by sympathetic and patient listening. This may help the coachee more than one would think \u2013 just getting the problem \u201coff his chest\u201d often helps and relieves stress. Being less stressed, he may be able to come to grips with his personal predicament and deal with it better. However, coachee\u2019s entrenched beliefs on, say, religion and gender can be very challenging for the coach to deal with. Some deep-rooted beliefs may indicate pathology needing help from a trained therapist \u2013 far beyond the scope of performance coaching and the ability of the coach.<\/p>\n\n\n\n
Circle #4: Is the coachee\u2019s work environment conducive?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The last circle of influence is the coachee\u2019s work. Sometimes, people have told me that they are \u201cstuck\u201d in positions \u2013 say, \u201croutine\u201d software bug fixing and maintenance where there is really no scope for \u201clearning, enjoyment and fulfillment\u201d (you may like to read My Team is not motivated!!!<\/a> by my colleague Prasanna Moses on this). Most of us would agree that there is far less drudgery at work in today\u2019s knowledge-centric world than even just 30 years ago. We would also agree that there is no such thing as 100% \u201csexy\u201d work (unless of course, you are doing breakthrough work of your calling \u2013 say, in quantum computing). So, when coachees complain about their current work\/role and the lack of sexiness thereof, I ask them questions about what makes it boring, what they can do about it and so on \u2013 hopefully making them better aware of interesting possibilities in what they were doing. In some cases, people have hinted to me that they are considering quitting their \u201cboring\u201d job and looking for a reaction. Under such circumstances, to be fair to the coachee and to the coachee\u2019s employer (who is paying my fees!), I would say the best option is to ask the coachee questions exploring his rationale for leaving (without being judgmental on whether it is right or wrong) \u2013 like what does he think leaving the job will achieve, how will it get him closer to his goals, how is he sure that the same problems would not repeat themselves in the new organization and so on. The ultimate decision should be the coachee\u2019s based on introspection triggered by your questions. He may still choose to quit \u2013 but that is another matter! As far as you are concerned as a coach, you have played it fair & square. It is not unthinkable that you as the coach may actually agree with his rationale for seeking another job!<\/p>\n\n\n\n
A related aspect is also the organizational environment in which the coachee works \u2013 over & above his immediate work\/role discussed above. In sports coaching, the strong individual motivation is a given and the coachee has a great deal of control over what he can and cannot do to enhance his performance. The circumstances for software project managers are different. Their GROW model is in the context of an organization with its culture, policies, processes and so on. As a coach, I have encountered some real challenges here \u2013 the Project Manager may be aspiring to do something of value in his project but his line management and work environment may not be supportive. Some organizational policies can be insensitive to people and even draconian. In one software development organization, if project team members logged in less than 40 hours per week of approved work, there would be automatic cuts in their pay while the significant additional work needed at other times went scarcely noticed! How can one be expected to learn and enjoy their work in such an environment? In such cases, we do bring it up with the line management for addressing them and offer our help as well. To be honest, it worked sometimes and it did not in as many cases.<\/p>\n\n\n\n
In summary, as a practicing coach, you are bound to run into situations like the ones above which make you stop and ponder as to what extent theory can lead practice! You may need to introspect and think of newer ways of extending \u201ctheory\u201d or just use good old common sense and move on! At PM Power, we have the coaches\u2019 conclave where these situations are discussed to see how best to help the coachee considering all the circles of influence. It has significantly helped our coaches in specific situations and in honing their coaching skills in general.<\/p>\n\n\n\n
We invite you to share your coaching experiences (as a coach or a coachee) and we would be happy to share our perspectives which may be of help. You may reach us at info@pm-powerconsulting.com.<\/p>\n","post_title":"Journey of a coach - theory & practice (Part II)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-ii","to_ping":"","pinged":"","post_modified":"2024-01-29 10:54:32","post_modified_gmt":"2024-01-29 10:54:32","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1456","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1514,"post_author":"31","post_date":"2014-11-02 12:24:22","post_date_gmt":"2014-11-02 06:54:22","post_content":"\n
A speaker finishes a great speech \u2013 at least, HE thinks it is great! He then asks, \u201cAny questions?\u201d What does he expect? If I were him, I would expect the audience to demonstrate a level of understanding of what the speech was all about and ask meaningful questions - clarifying the ground covered and even extending from there.<\/p>\n\n\n\n
These are situations where one actually wants to be questioned to get a sense a satisfaction that the effort (the speech, in this case) has been worthwhile. But there are other situations where being questioned has a very negative connotation. It implies questioning the ability of the person being questioned or the work that he has done.<\/p>\n\n\n\n
The important thing is that the intent of questioning should be to seek understanding rather than putting down someone. Hence, even the tone of questioning is very important. Consider the difference between, \u201cWhy did you do THAT?\u201d and \u201cWhat are your reasons for doing THAT?\u201d<\/p>\n\n\n\n
The tone of the former question is judgmental while the same question asked differently demonstrates an openness and a neutral tone. The tone is important because it can either put people off & make them defensive or it can make them relaxed and explain their rationale for an idea or a course of action.<\/p>\n\n\n\n
From the above, it follows that there is a big difference between \u201cquestioning\u201d and \u201casking questions\u201d.<\/p>\n\n\n\n
$\"image\"$ <\/figure>\n\n\n\n
In the work context, a manager who adopts an approach of \u201casking questions\u201d enables an environment where his reportees apply their mind to the situation at hand and exercise their best judgment on the right course of action.<\/p>\n\n\n\n
The manager can use questions to expand the reportee\u2019s thinking and make him aware of aspects he may not have thought of (instead of just instructing him what to do).<\/p>\n\n\n\n
Hence asking questions contributes to the reportee\u2019s overall development and ability to deal with situations with minimal oversight. Equally important, it enables greater responsibility on the part of the reportee so that the implementation aspects of his suggestions are fully owned by him.<\/p>\n\n\n\n
Through this, the manager\u2019s time is also freed up from routine oversight functions to take up important but not urgent tasks.<\/p>\n\n\n\n
In a highly dynamic world, the approach of \u201casking questions\u201d is not just \u201ca nice to have\u201d but an imperative to empower people and ensure that the organization as a whole responds fast to changes in the environment.<\/p>\n\n\n\n
\u201cAsking questions\u201d is an essential part of the tool set of a coach who may be the line manager himself. You consciously adopt the approach for improving the \u201cawareness\u201d of the coachee and therefore, open his mind to his perceptions & other possibilities and take \u201cresponsibility\u201d for the options for actions that he chooses.<\/p>\n\n\n\n
Finally, adopting the approach of \u201casking questions\u201d needs a complementing skill which is ACTIVE listening. A coach cannot sustain a session of asking questions without actually listening well, understanding and re-phrasing of what the coachee says.<\/p>\n\n\n\n
As with most things in life, practice makes perfect \u2013 it takes time and experience to hone the approach of asking questions and the skill of active listening. But they can indeed be developed for individual and organizational benefit. The time to start is NOW!<\/p>\n","post_title":"Questioning and Asking Questions - what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"questioning-and-asking-questions-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:02","post_modified_gmt":"2024-01-29 10:55:02","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1514","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1448,"post_author":"31","post_date":"2014-11-02 06:59:09","post_date_gmt":"2014-11-02 01:29:09","post_content":"\n
This article is part of the series on \u201cJourney of a coach\u201d covering my experiences as a performance coach. You may have the read an earlier article in the series on \u201cJourney of a coach \u2013 the beginning\u201d<\/a>. The journey continues here...<\/p>\n\n\n\n
Yogi Berra, New York Yankees baseball player (arguably the best catcher of all time) said, \u201cIn theory, there is no difference between theory & practice. But in practice, there is!\u201d So, this article is about the theory & practice of coaching for performance \u2013 not baseball players but people managing software projects.<\/p>\n\n\n\n
In my context, the \u201ctheory\u201d was mostly \u201cCoaching for Performance\u201d by John Whitmore (by the way, there is another article of mine on Whitmore<\/a> if you are interested). The \u201cpractice\u201d was, of course, my actual experiences over the years.<\/p>\n\n\n\n
A caveat \u2013 I am not here to debunk theory and hail practice - as a cardiac surgeon might! I have a great deal of respect for Whitmore\u2019s book on Coaching for Performance. The book provided a solid reference and a practical guide for my work as a coach all these years.<\/p>\n\n\n\n
However, I do have my own \u201cinterpretations\u201d and \u201cextensions\u201d of the theory in actual practice which I wish to share. I will use the diagram below which shows the context for coaching.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
You can see the \u201ccircles of influence\u201d around the coachee which would have a bearing on coaching and its effectiveness. We will cover each of these circles with examples. Note that the coach\u2019s experience, beliefs and perceptions are also significant in the context in addition to his skills for coaching.<\/p>\n\n\n\n
Circle #1: Are all situations \u201ccoaching situations\u201d?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The first circle of influence is the coaching situation faced by the coachee at work. For example, it could be that he is recently promoted and finds gaining acceptance in his team a challenge.<\/p>\n\n\n\n
The question is whether all such work situations are amenable for coaching - whether you are the manager of the coachee or an external coach. If you follow the \u201ctheory\u201d (that is Whitmore), a coaching style can become the default management style of the entire organization for all occasions.<\/p>\n\n\n\n
In other words, all manager-reportee interactions can naturally follow the coaching style \u2013 the manager following the sequence of helping his reportee to identify the goal he is seeking to achieve, assess the current state of affairs, consider the available options to achieve the goal and making the commitment-making to make it happen.<\/p>\n\n\n\n
That is all very well, but what if you are a commando fighting a guerrilla war in a jungle and see a metal tube from the foliage pointing at you. Your commander (\u201cmanager\u201d) is not going to coach you through the situation, is he?<\/p>\n\n\n\n
There are also other equivalent (but less extreme) situations at work when time is of essence and all that the coachee needs is information or simple direction (like for example, how to balance staff loading in a project schedule).<\/p>\n\n\n\n
So, my interpretation of theory is that there is better pay-off of coaching in some situations than others. However, there are many, many work situations wherein the quality of work<\/b> or results<\/b> is very important, the learning<\/b> for the coachee very important and it is not an emergency<\/b>. Coaching is very relevant in those cases.<\/p>\n\n\n\n
Circle #2: Are people always receptive to coaching?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The next circle of influence is relating to how receptive people are to coaching even if their work situation was amenable for it.<\/p>\n\n\n\n
Are they motivated enough to become more aware<\/b> and take responsibility<\/b> by themselves and not just because their employer has enrolled them in a training & coaching program?<\/p>\n\n\n\n
Maslow\u2019s theory is that motivation is linked to the stage an individual is at in a hierarchy of needs (see diagram below from Whitmore\u2019s Coaching for Performance). Note that Whitmore has split Maslow\u2019s Esteem stage into two \u2013 Esteem from others and Self-esteem.<\/p>\n\n\n\n
At the stage of Esteem from others, one is looking \u201cexternal\u201d recognition and prestige as motivators. At the stage of Self-esteem, external motivators tend to become less important. More important is the need to make a difference and being empowered to do so enhancing self-esteem. This self-esteem stage is where coaching makes the biggest impact for personal growth.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
Source: Coaching for Performance by John Whitmore<\/i><\/p>\n\n\n\n
There are a few more \u201ccircles\u201d to cover which we will in Part II of the article.<\/p>\n\n\n\n
Till then...<\/p>\n","post_title":"Journey of a coach - theory & practice (Part I)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-i","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:34","post_modified_gmt":"2024-01-29 10:55:34","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1521,"post_author":"26","post_date":"2014-10-30 10:57:02","post_date_gmt":"2014-10-30 05:27:02","post_content":"\n
$\"Network_whenhow2\"$ <\/a><\/figure>\n\n\n\n
One is never without a network and if you are reading this - it may be more to know how to grow it and\/or to overcome obstacles, often due to one's level comfort with so called \"networking\".<\/p>\n\n\n\n
If you look at how you:<\/p>\n\n\n\n
\n
got the opportunity to work in your current position<\/li>\n\n\n\n
got into your college\/school<\/li>\n\n\n\n
got your house on rent or bought your apartment<\/li>\n<\/ul>\n\n\n\n
you will see that a network - formal, informal or virtual (internet based) was at play.<\/p>\n\n\n\n
I will focus on growing your professional network and a few simple steps for it and not delve into specifics of social media, as all of you would be familiar with it.<\/p>\n\n\n\n
First, start with your existing network - which will be your current and past colleagues, your college and school alumni, friends and family. See that you stay in touch with them, by meeting them up or electronically, if you are not in touch start right away. Sending greetings for important occasions, festivals and events is a good way to start. Make it a point to call a few of them over the commute\/ weekends and work on the complete list slowly and steadily, start at top the list again once you complete it.<\/p>\n\n\n\n
What if you need to ask for a reference or a favor from a person with whom you are not in regular touch. The best way to is to be honest, there is no point in coming up with a phony reason to get in touch with them and ask for what you want. Your honesty will be appreciated, after that do thank them and make an effort to stay in touch with them. See that your nurture this set of contacts where you have already made a start.<\/p>\n\n\n\n
Once, when I was looking out for a job using my network, I made it a point to call and thank all those who forwarded my resume to their contacts and I sent a book as a gift to thank all those contacts whose help took me to the interview stage. I did it without any motive and what amazed me was the warmth from these contacts in all my future interactions.<\/p>\n\n\n\n
Second area to focus on are the professional events - there will be events where your technical or managerial domain will be the focus. You may be sponsored\/encouraged by your organizations to attend them, do not let is pass citing an excuse of being busy. Do make time to attend a few of them. If you find that you do not have this opportunity then see that you find such events and enroll yourself.<\/p>\n\n\n\n
In my experience these events certainly help you make a few contacts, you will always find a few persons whom you will find interesting and knowledgeable and connect effortlessly. The key is to nurture this - see that you follow-up with a mail and\/or a call.<\/p>\n\n\n\n
If you are the type who feels inhibited to make an opening, then do not worry. I was advised by one of my mentors to just listen and not worry about talking and enjoy being there. If you listen and observe intently you will find yourself talking soon. Your focus on the interactions and not on your perceived ability, does the trick. Try it a couple of times and see for yourself.<\/p>\n\n\n\n
Lastly, for anything to succeed one has to have the desire, then comes the effort and discipline for achieving it. A small progress or a step with positive result, is the best encouragement for you to strive towards your goals. Do ponder on your actions and results to stay focused on continuing to do this.<\/p>\n\n\n\n
One related question I hear from many of my coachees is \"visibility\" within the organization. More on that in a later post.<\/p>\n","post_title":"Networking - when and how to begin?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"networking-when-and-how-to-begin","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:58","post_modified_gmt":"2024-01-29 14:50:58","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1521","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1517,"post_author":"30","post_date":"2014-10-29 09:30:26","post_date_gmt":"2014-10-29 04:00:26","post_content":"\n
$\"sell-it\"$ <\/a><\/figure>\n\n\n\n
As a child, I used to come up with various ideas for almost anything, and ask for Rs. 1000\/- per idea. Being a child, nobody would want to pay money, that too a thousand Rupees \u2013 but, I would get something else as an appreciation for my efforts. A toffee, a cone ice cream etc.<\/p>\n\n\n\n
Further on, when I used to be active in small groups, selling was more of ideas and to get the team to converge on something, that the group can take as an action.<\/p>\n\n\n\n
As a team leader, I needed to sell the vision of the project to the team, to get everybody\u2019s buy in.<\/p>\n\n\n\n
More recently, I have been in contact with many aspiring and active entrepreneurs. Selling is something that they do with every breath.<\/p>\n\n\n\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 10 of 12 Previous 1 … 9 10 11 12 Next

\n
  <\/p>\n\n\n\n
Leaders have only two jobs:<\/p>\n\n\n\n
1) Getting work done<\/p>\n\n\n\n
2) Growing the people<\/p>\n\n\n\n
Coaching as a leadership\/management style achieves both.<\/p>\n\n\n\n
With Command & Control approach, managers may get the work done in the short term, by force. But that might have negative impacts on the team in terms of :<\/p>\n\n\n\n
- Lack of ownership<\/p>\n\n\n\n
- Low motivation<\/p>\n\n\n\n
- Poor quality output<\/p>\n\n\n\n
- Low productivity<\/p>\n\n\n\n
- Missed schedules etc.<\/p>\n\n\n\n
Command & Control might also impact development of team members negatively. Teams might wait for manager to give instruction. They might hesitate to take initiative as it might get overruled by the manager. They might stop thinking new & innovative ideas as the manager will always tell them what to do.<\/p>\n\n\n\n
On the other hand, with Coaching as the leadership style, managers will empower the team members to come out with new ideas, solutions and encourage them to implement them. They will help the team members to discover their strengths by asking questions & challenging them. This builds motivation and ownership in the team members.<\/p>\n\n\n\n
Having said that, there are situations where Managers need to use command & control approaches. For example, in a fire fighting situation where extremely quick response in needed. There will be a need for different approaches for different team members \u2013 someone may need more directive input & constant oversight and someone may need a lot of freedom.<\/p>\n\n\n\n
A good leader is one who has high self awareness, self-regulation, self-motivation and empathy through which he\/she can sense and respond differently, in a conscious way, to different situations & different people.<\/p>\n\n\n\n
However, to be a good Leader, coaching way of management style should be the most natural approach and command & control should be the exception.<\/p>\n","post_title":"Coaching vs Command & Control style of Management","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"coaching-vs-command-control-style-of-management","to_ping":"","pinged":"","post_modified":"2024-01-29 15:34:20","post_modified_gmt":"2024-01-29 15:34:20","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1519","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1456,"post_author":"31","post_date":"2014-11-09 12:15:37","post_date_gmt":"2014-11-09 06:45:37","post_content":"\n
In an earlier article \u201cJourney of a coach \u2013 theory & practice (Part I)<\/a>, we introduced the \u201ccircles of influence\u201d which form the context (see diagram below) for coaching process.<\/p>\n\n\n\n
$\"image\"$ <\/a> The circles in the diagram above have a significant bearing on coaching effectiveness and need to be addressed by the coach using the theory of coaching (such as Whitmore\u2019s book on \u201cCoaching for Performance\u201d). In the case of some circles, the theory may \u201cend\u201d at some point and the coach will have \u201cinterpret\u201d and \u201cextend\u201d it for the specific coachee situation at hand.<\/p>\n\n\n\n
We covered the following in Part I of this article:<\/p>\n\n\n\n
\u00b7 Circle #1: Are all situations \u201ccoaching situations\u201d?<\/p>\n\n\n\n
\u00b7 Circle #2: Are people always receptive to coaching?<\/p>\n\n\n\n
In this Part II, we will cover the two remaining circles.<\/p>\n\n\n\n
Circle #3: Are coaches sometimes helpless?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
Circle #3 above regarding \u201cbeliefs, perceptions and personal circumstances\u201d can actually be quite a hard shell hindering coaching progress. But it is often an invisible hard shell because people will share only so much of their innermost beliefs and personal circumstances even though they are impacting their work performance. Coaches make chance discoveries of this shell in the Reality check part (that is, the current state of affairs that needs to improve to meet the Goal) of the Goal-Reality-Options-Will (GROW) model of Whitmore. Here are examples:<\/p>\n\n\n\n
\u00b7 A coachee once candidly admitted that he was himself the reason for his declining performance at work. The reason was that his family was going through his sister\u2019s painful divorce in the US and her life coming back to India. He just could not go about work as usual<\/p>\n\n\n\n
\u00b7 A second coachee had a lot of issues with his manager. He felt that the manager\u2019s lack of domain knowledge resulted in his not realizing & recognizing the value of the coachee\u2019s work. In addition, the coachee seemed to indicate that lack of recognition of his work had to do with his belonging to a minority religious community in India<\/p>\n\n\n\n
\u00b7 Yet another coachee told my colleague (also a Performance Coach) that her problems arose because her boss was an inveterate woman-hater<\/p>\n\n\n\n
These are situations of tight-rope walking for a performance coach! In situations of personal crisis, the coach may only help by sympathetic and patient listening. This may help the coachee more than one would think \u2013 just getting the problem \u201coff his chest\u201d often helps and relieves stress. Being less stressed, he may be able to come to grips with his personal predicament and deal with it better. However, coachee\u2019s entrenched beliefs on, say, religion and gender can be very challenging for the coach to deal with. Some deep-rooted beliefs may indicate pathology needing help from a trained therapist \u2013 far beyond the scope of performance coaching and the ability of the coach.<\/p>\n\n\n\n
Circle #4: Is the coachee\u2019s work environment conducive?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The last circle of influence is the coachee\u2019s work. Sometimes, people have told me that they are \u201cstuck\u201d in positions \u2013 say, \u201croutine\u201d software bug fixing and maintenance where there is really no scope for \u201clearning, enjoyment and fulfillment\u201d (you may like to read My Team is not motivated!!!<\/a> by my colleague Prasanna Moses on this). Most of us would agree that there is far less drudgery at work in today\u2019s knowledge-centric world than even just 30 years ago. We would also agree that there is no such thing as 100% \u201csexy\u201d work (unless of course, you are doing breakthrough work of your calling \u2013 say, in quantum computing). So, when coachees complain about their current work\/role and the lack of sexiness thereof, I ask them questions about what makes it boring, what they can do about it and so on \u2013 hopefully making them better aware of interesting possibilities in what they were doing. In some cases, people have hinted to me that they are considering quitting their \u201cboring\u201d job and looking for a reaction. Under such circumstances, to be fair to the coachee and to the coachee\u2019s employer (who is paying my fees!), I would say the best option is to ask the coachee questions exploring his rationale for leaving (without being judgmental on whether it is right or wrong) \u2013 like what does he think leaving the job will achieve, how will it get him closer to his goals, how is he sure that the same problems would not repeat themselves in the new organization and so on. The ultimate decision should be the coachee\u2019s based on introspection triggered by your questions. He may still choose to quit \u2013 but that is another matter! As far as you are concerned as a coach, you have played it fair & square. It is not unthinkable that you as the coach may actually agree with his rationale for seeking another job!<\/p>\n\n\n\n
A related aspect is also the organizational environment in which the coachee works \u2013 over & above his immediate work\/role discussed above. In sports coaching, the strong individual motivation is a given and the coachee has a great deal of control over what he can and cannot do to enhance his performance. The circumstances for software project managers are different. Their GROW model is in the context of an organization with its culture, policies, processes and so on. As a coach, I have encountered some real challenges here \u2013 the Project Manager may be aspiring to do something of value in his project but his line management and work environment may not be supportive. Some organizational policies can be insensitive to people and even draconian. In one software development organization, if project team members logged in less than 40 hours per week of approved work, there would be automatic cuts in their pay while the significant additional work needed at other times went scarcely noticed! How can one be expected to learn and enjoy their work in such an environment? In such cases, we do bring it up with the line management for addressing them and offer our help as well. To be honest, it worked sometimes and it did not in as many cases.<\/p>\n\n\n\n
In summary, as a practicing coach, you are bound to run into situations like the ones above which make you stop and ponder as to what extent theory can lead practice! You may need to introspect and think of newer ways of extending \u201ctheory\u201d or just use good old common sense and move on! At PM Power, we have the coaches\u2019 conclave where these situations are discussed to see how best to help the coachee considering all the circles of influence. It has significantly helped our coaches in specific situations and in honing their coaching skills in general.<\/p>\n\n\n\n
We invite you to share your coaching experiences (as a coach or a coachee) and we would be happy to share our perspectives which may be of help. You may reach us at info@pm-powerconsulting.com.<\/p>\n","post_title":"Journey of a coach - theory & practice (Part II)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-ii","to_ping":"","pinged":"","post_modified":"2024-01-29 10:54:32","post_modified_gmt":"2024-01-29 10:54:32","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1456","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1514,"post_author":"31","post_date":"2014-11-02 12:24:22","post_date_gmt":"2014-11-02 06:54:22","post_content":"\n
A speaker finishes a great speech \u2013 at least, HE thinks it is great! He then asks, \u201cAny questions?\u201d What does he expect? If I were him, I would expect the audience to demonstrate a level of understanding of what the speech was all about and ask meaningful questions - clarifying the ground covered and even extending from there.<\/p>\n\n\n\n
These are situations where one actually wants to be questioned to get a sense a satisfaction that the effort (the speech, in this case) has been worthwhile. But there are other situations where being questioned has a very negative connotation. It implies questioning the ability of the person being questioned or the work that he has done.<\/p>\n\n\n\n
The important thing is that the intent of questioning should be to seek understanding rather than putting down someone. Hence, even the tone of questioning is very important. Consider the difference between, \u201cWhy did you do THAT?\u201d and \u201cWhat are your reasons for doing THAT?\u201d<\/p>\n\n\n\n
The tone of the former question is judgmental while the same question asked differently demonstrates an openness and a neutral tone. The tone is important because it can either put people off & make them defensive or it can make them relaxed and explain their rationale for an idea or a course of action.<\/p>\n\n\n\n
From the above, it follows that there is a big difference between \u201cquestioning\u201d and \u201casking questions\u201d.<\/p>\n\n\n\n
$\"image\"$ <\/figure>\n\n\n\n
In the work context, a manager who adopts an approach of \u201casking questions\u201d enables an environment where his reportees apply their mind to the situation at hand and exercise their best judgment on the right course of action.<\/p>\n\n\n\n
The manager can use questions to expand the reportee\u2019s thinking and make him aware of aspects he may not have thought of (instead of just instructing him what to do).<\/p>\n\n\n\n
Hence asking questions contributes to the reportee\u2019s overall development and ability to deal with situations with minimal oversight. Equally important, it enables greater responsibility on the part of the reportee so that the implementation aspects of his suggestions are fully owned by him.<\/p>\n\n\n\n
Through this, the manager\u2019s time is also freed up from routine oversight functions to take up important but not urgent tasks.<\/p>\n\n\n\n
In a highly dynamic world, the approach of \u201casking questions\u201d is not just \u201ca nice to have\u201d but an imperative to empower people and ensure that the organization as a whole responds fast to changes in the environment.<\/p>\n\n\n\n
\u201cAsking questions\u201d is an essential part of the tool set of a coach who may be the line manager himself. You consciously adopt the approach for improving the \u201cawareness\u201d of the coachee and therefore, open his mind to his perceptions & other possibilities and take \u201cresponsibility\u201d for the options for actions that he chooses.<\/p>\n\n\n\n
Finally, adopting the approach of \u201casking questions\u201d needs a complementing skill which is ACTIVE listening. A coach cannot sustain a session of asking questions without actually listening well, understanding and re-phrasing of what the coachee says.<\/p>\n\n\n\n
As with most things in life, practice makes perfect \u2013 it takes time and experience to hone the approach of asking questions and the skill of active listening. But they can indeed be developed for individual and organizational benefit. The time to start is NOW!<\/p>\n","post_title":"Questioning and Asking Questions - what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"questioning-and-asking-questions-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:02","post_modified_gmt":"2024-01-29 10:55:02","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1514","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1448,"post_author":"31","post_date":"2014-11-02 06:59:09","post_date_gmt":"2014-11-02 01:29:09","post_content":"\n
This article is part of the series on \u201cJourney of a coach\u201d covering my experiences as a performance coach. You may have the read an earlier article in the series on \u201cJourney of a coach \u2013 the beginning\u201d<\/a>. The journey continues here...<\/p>\n\n\n\n
Yogi Berra, New York Yankees baseball player (arguably the best catcher of all time) said, \u201cIn theory, there is no difference between theory & practice. But in practice, there is!\u201d So, this article is about the theory & practice of coaching for performance \u2013 not baseball players but people managing software projects.<\/p>\n\n\n\n
In my context, the \u201ctheory\u201d was mostly \u201cCoaching for Performance\u201d by John Whitmore (by the way, there is another article of mine on Whitmore<\/a> if you are interested). The \u201cpractice\u201d was, of course, my actual experiences over the years.<\/p>\n\n\n\n
A caveat \u2013 I am not here to debunk theory and hail practice - as a cardiac surgeon might! I have a great deal of respect for Whitmore\u2019s book on Coaching for Performance. The book provided a solid reference and a practical guide for my work as a coach all these years.<\/p>\n\n\n\n
However, I do have my own \u201cinterpretations\u201d and \u201cextensions\u201d of the theory in actual practice which I wish to share. I will use the diagram below which shows the context for coaching.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
You can see the \u201ccircles of influence\u201d around the coachee which would have a bearing on coaching and its effectiveness. We will cover each of these circles with examples. Note that the coach\u2019s experience, beliefs and perceptions are also significant in the context in addition to his skills for coaching.<\/p>\n\n\n\n
Circle #1: Are all situations \u201ccoaching situations\u201d?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The first circle of influence is the coaching situation faced by the coachee at work. For example, it could be that he is recently promoted and finds gaining acceptance in his team a challenge.<\/p>\n\n\n\n
The question is whether all such work situations are amenable for coaching - whether you are the manager of the coachee or an external coach. If you follow the \u201ctheory\u201d (that is Whitmore), a coaching style can become the default management style of the entire organization for all occasions.<\/p>\n\n\n\n
In other words, all manager-reportee interactions can naturally follow the coaching style \u2013 the manager following the sequence of helping his reportee to identify the goal he is seeking to achieve, assess the current state of affairs, consider the available options to achieve the goal and making the commitment-making to make it happen.<\/p>\n\n\n\n
That is all very well, but what if you are a commando fighting a guerrilla war in a jungle and see a metal tube from the foliage pointing at you. Your commander (\u201cmanager\u201d) is not going to coach you through the situation, is he?<\/p>\n\n\n\n
There are also other equivalent (but less extreme) situations at work when time is of essence and all that the coachee needs is information or simple direction (like for example, how to balance staff loading in a project schedule).<\/p>\n\n\n\n
So, my interpretation of theory is that there is better pay-off of coaching in some situations than others. However, there are many, many work situations wherein the quality of work<\/b> or results<\/b> is very important, the learning<\/b> for the coachee very important and it is not an emergency<\/b>. Coaching is very relevant in those cases.<\/p>\n\n\n\n
Circle #2: Are people always receptive to coaching?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The next circle of influence is relating to how receptive people are to coaching even if their work situation was amenable for it.<\/p>\n\n\n\n
Are they motivated enough to become more aware<\/b> and take responsibility<\/b> by themselves and not just because their employer has enrolled them in a training & coaching program?<\/p>\n\n\n\n
Maslow\u2019s theory is that motivation is linked to the stage an individual is at in a hierarchy of needs (see diagram below from Whitmore\u2019s Coaching for Performance). Note that Whitmore has split Maslow\u2019s Esteem stage into two \u2013 Esteem from others and Self-esteem.<\/p>\n\n\n\n
At the stage of Esteem from others, one is looking \u201cexternal\u201d recognition and prestige as motivators. At the stage of Self-esteem, external motivators tend to become less important. More important is the need to make a difference and being empowered to do so enhancing self-esteem. This self-esteem stage is where coaching makes the biggest impact for personal growth.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
Source: Coaching for Performance by John Whitmore<\/i><\/p>\n\n\n\n
There are a few more \u201ccircles\u201d to cover which we will in Part II of the article.<\/p>\n\n\n\n
Till then...<\/p>\n","post_title":"Journey of a coach - theory & practice (Part I)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-i","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:34","post_modified_gmt":"2024-01-29 10:55:34","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1521,"post_author":"26","post_date":"2014-10-30 10:57:02","post_date_gmt":"2014-10-30 05:27:02","post_content":"\n
$\"Network_whenhow2\"$ <\/a><\/figure>\n\n\n\n
One is never without a network and if you are reading this - it may be more to know how to grow it and\/or to overcome obstacles, often due to one's level comfort with so called \"networking\".<\/p>\n\n\n\n
If you look at how you:<\/p>\n\n\n\n
\n
got the opportunity to work in your current position<\/li>\n\n\n\n
got into your college\/school<\/li>\n\n\n\n
got your house on rent or bought your apartment<\/li>\n<\/ul>\n\n\n\n
you will see that a network - formal, informal or virtual (internet based) was at play.<\/p>\n\n\n\n
I will focus on growing your professional network and a few simple steps for it and not delve into specifics of social media, as all of you would be familiar with it.<\/p>\n\n\n\n
First, start with your existing network - which will be your current and past colleagues, your college and school alumni, friends and family. See that you stay in touch with them, by meeting them up or electronically, if you are not in touch start right away. Sending greetings for important occasions, festivals and events is a good way to start. Make it a point to call a few of them over the commute\/ weekends and work on the complete list slowly and steadily, start at top the list again once you complete it.<\/p>\n\n\n\n
What if you need to ask for a reference or a favor from a person with whom you are not in regular touch. The best way to is to be honest, there is no point in coming up with a phony reason to get in touch with them and ask for what you want. Your honesty will be appreciated, after that do thank them and make an effort to stay in touch with them. See that your nurture this set of contacts where you have already made a start.<\/p>\n\n\n\n
Once, when I was looking out for a job using my network, I made it a point to call and thank all those who forwarded my resume to their contacts and I sent a book as a gift to thank all those contacts whose help took me to the interview stage. I did it without any motive and what amazed me was the warmth from these contacts in all my future interactions.<\/p>\n\n\n\n
Second area to focus on are the professional events - there will be events where your technical or managerial domain will be the focus. You may be sponsored\/encouraged by your organizations to attend them, do not let is pass citing an excuse of being busy. Do make time to attend a few of them. If you find that you do not have this opportunity then see that you find such events and enroll yourself.<\/p>\n\n\n\n
In my experience these events certainly help you make a few contacts, you will always find a few persons whom you will find interesting and knowledgeable and connect effortlessly. The key is to nurture this - see that you follow-up with a mail and\/or a call.<\/p>\n\n\n\n
If you are the type who feels inhibited to make an opening, then do not worry. I was advised by one of my mentors to just listen and not worry about talking and enjoy being there. If you listen and observe intently you will find yourself talking soon. Your focus on the interactions and not on your perceived ability, does the trick. Try it a couple of times and see for yourself.<\/p>\n\n\n\n
Lastly, for anything to succeed one has to have the desire, then comes the effort and discipline for achieving it. A small progress or a step with positive result, is the best encouragement for you to strive towards your goals. Do ponder on your actions and results to stay focused on continuing to do this.<\/p>\n\n\n\n
One related question I hear from many of my coachees is \"visibility\" within the organization. More on that in a later post.<\/p>\n","post_title":"Networking - when and how to begin?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"networking-when-and-how-to-begin","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:58","post_modified_gmt":"2024-01-29 14:50:58","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1521","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1517,"post_author":"30","post_date":"2014-10-29 09:30:26","post_date_gmt":"2014-10-29 04:00:26","post_content":"\n
$\"sell-it\"$ <\/a><\/figure>\n\n\n\n
As a child, I used to come up with various ideas for almost anything, and ask for Rs. 1000\/- per idea. Being a child, nobody would want to pay money, that too a thousand Rupees \u2013 but, I would get something else as an appreciation for my efforts. A toffee, a cone ice cream etc.<\/p>\n\n\n\n
Further on, when I used to be active in small groups, selling was more of ideas and to get the team to converge on something, that the group can take as an action.<\/p>\n\n\n\n
As a team leader, I needed to sell the vision of the project to the team, to get everybody\u2019s buy in.<\/p>\n\n\n\n
More recently, I have been in contact with many aspiring and active entrepreneurs. Selling is something that they do with every breath.<\/p>\n\n\n\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 10 of 12 Previous 1 … 9 10 11 12 Next

\n
$\"\"\/$ <\/figure>\n\n\n\n
  <\/p>\n\n\n\n
Leaders have only two jobs:<\/p>\n\n\n\n
1) Getting work done<\/p>\n\n\n\n
2) Growing the people<\/p>\n\n\n\n
Coaching as a leadership\/management style achieves both.<\/p>\n\n\n\n
With Command & Control approach, managers may get the work done in the short term, by force. But that might have negative impacts on the team in terms of :<\/p>\n\n\n\n
- Lack of ownership<\/p>\n\n\n\n
- Low motivation<\/p>\n\n\n\n
- Poor quality output<\/p>\n\n\n\n
- Low productivity<\/p>\n\n\n\n
- Missed schedules etc.<\/p>\n\n\n\n
Command & Control might also impact development of team members negatively. Teams might wait for manager to give instruction. They might hesitate to take initiative as it might get overruled by the manager. They might stop thinking new & innovative ideas as the manager will always tell them what to do.<\/p>\n\n\n\n
On the other hand, with Coaching as the leadership style, managers will empower the team members to come out with new ideas, solutions and encourage them to implement them. They will help the team members to discover their strengths by asking questions & challenging them. This builds motivation and ownership in the team members.<\/p>\n\n\n\n
Having said that, there are situations where Managers need to use command & control approaches. For example, in a fire fighting situation where extremely quick response in needed. There will be a need for different approaches for different team members \u2013 someone may need more directive input & constant oversight and someone may need a lot of freedom.<\/p>\n\n\n\n
A good leader is one who has high self awareness, self-regulation, self-motivation and empathy through which he\/she can sense and respond differently, in a conscious way, to different situations & different people.<\/p>\n\n\n\n
However, to be a good Leader, coaching way of management style should be the most natural approach and command & control should be the exception.<\/p>\n","post_title":"Coaching vs Command & Control style of Management","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"coaching-vs-command-control-style-of-management","to_ping":"","pinged":"","post_modified":"2024-01-29 15:34:20","post_modified_gmt":"2024-01-29 15:34:20","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1519","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1456,"post_author":"31","post_date":"2014-11-09 12:15:37","post_date_gmt":"2014-11-09 06:45:37","post_content":"\n
In an earlier article \u201cJourney of a coach \u2013 theory & practice (Part I)<\/a>, we introduced the \u201ccircles of influence\u201d which form the context (see diagram below) for coaching process.<\/p>\n\n\n\n
$\"image\"$ <\/a> The circles in the diagram above have a significant bearing on coaching effectiveness and need to be addressed by the coach using the theory of coaching (such as Whitmore\u2019s book on \u201cCoaching for Performance\u201d). In the case of some circles, the theory may \u201cend\u201d at some point and the coach will have \u201cinterpret\u201d and \u201cextend\u201d it for the specific coachee situation at hand.<\/p>\n\n\n\n
We covered the following in Part I of this article:<\/p>\n\n\n\n
\u00b7 Circle #1: Are all situations \u201ccoaching situations\u201d?<\/p>\n\n\n\n
\u00b7 Circle #2: Are people always receptive to coaching?<\/p>\n\n\n\n
In this Part II, we will cover the two remaining circles.<\/p>\n\n\n\n
Circle #3: Are coaches sometimes helpless?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
Circle #3 above regarding \u201cbeliefs, perceptions and personal circumstances\u201d can actually be quite a hard shell hindering coaching progress. But it is often an invisible hard shell because people will share only so much of their innermost beliefs and personal circumstances even though they are impacting their work performance. Coaches make chance discoveries of this shell in the Reality check part (that is, the current state of affairs that needs to improve to meet the Goal) of the Goal-Reality-Options-Will (GROW) model of Whitmore. Here are examples:<\/p>\n\n\n\n
\u00b7 A coachee once candidly admitted that he was himself the reason for his declining performance at work. The reason was that his family was going through his sister\u2019s painful divorce in the US and her life coming back to India. He just could not go about work as usual<\/p>\n\n\n\n
\u00b7 A second coachee had a lot of issues with his manager. He felt that the manager\u2019s lack of domain knowledge resulted in his not realizing & recognizing the value of the coachee\u2019s work. In addition, the coachee seemed to indicate that lack of recognition of his work had to do with his belonging to a minority religious community in India<\/p>\n\n\n\n
\u00b7 Yet another coachee told my colleague (also a Performance Coach) that her problems arose because her boss was an inveterate woman-hater<\/p>\n\n\n\n
These are situations of tight-rope walking for a performance coach! In situations of personal crisis, the coach may only help by sympathetic and patient listening. This may help the coachee more than one would think \u2013 just getting the problem \u201coff his chest\u201d often helps and relieves stress. Being less stressed, he may be able to come to grips with his personal predicament and deal with it better. However, coachee\u2019s entrenched beliefs on, say, religion and gender can be very challenging for the coach to deal with. Some deep-rooted beliefs may indicate pathology needing help from a trained therapist \u2013 far beyond the scope of performance coaching and the ability of the coach.<\/p>\n\n\n\n
Circle #4: Is the coachee\u2019s work environment conducive?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The last circle of influence is the coachee\u2019s work. Sometimes, people have told me that they are \u201cstuck\u201d in positions \u2013 say, \u201croutine\u201d software bug fixing and maintenance where there is really no scope for \u201clearning, enjoyment and fulfillment\u201d (you may like to read My Team is not motivated!!!<\/a> by my colleague Prasanna Moses on this). Most of us would agree that there is far less drudgery at work in today\u2019s knowledge-centric world than even just 30 years ago. We would also agree that there is no such thing as 100% \u201csexy\u201d work (unless of course, you are doing breakthrough work of your calling \u2013 say, in quantum computing). So, when coachees complain about their current work\/role and the lack of sexiness thereof, I ask them questions about what makes it boring, what they can do about it and so on \u2013 hopefully making them better aware of interesting possibilities in what they were doing. In some cases, people have hinted to me that they are considering quitting their \u201cboring\u201d job and looking for a reaction. Under such circumstances, to be fair to the coachee and to the coachee\u2019s employer (who is paying my fees!), I would say the best option is to ask the coachee questions exploring his rationale for leaving (without being judgmental on whether it is right or wrong) \u2013 like what does he think leaving the job will achieve, how will it get him closer to his goals, how is he sure that the same problems would not repeat themselves in the new organization and so on. The ultimate decision should be the coachee\u2019s based on introspection triggered by your questions. He may still choose to quit \u2013 but that is another matter! As far as you are concerned as a coach, you have played it fair & square. It is not unthinkable that you as the coach may actually agree with his rationale for seeking another job!<\/p>\n\n\n\n
A related aspect is also the organizational environment in which the coachee works \u2013 over & above his immediate work\/role discussed above. In sports coaching, the strong individual motivation is a given and the coachee has a great deal of control over what he can and cannot do to enhance his performance. The circumstances for software project managers are different. Their GROW model is in the context of an organization with its culture, policies, processes and so on. As a coach, I have encountered some real challenges here \u2013 the Project Manager may be aspiring to do something of value in his project but his line management and work environment may not be supportive. Some organizational policies can be insensitive to people and even draconian. In one software development organization, if project team members logged in less than 40 hours per week of approved work, there would be automatic cuts in their pay while the significant additional work needed at other times went scarcely noticed! How can one be expected to learn and enjoy their work in such an environment? In such cases, we do bring it up with the line management for addressing them and offer our help as well. To be honest, it worked sometimes and it did not in as many cases.<\/p>\n\n\n\n
In summary, as a practicing coach, you are bound to run into situations like the ones above which make you stop and ponder as to what extent theory can lead practice! You may need to introspect and think of newer ways of extending \u201ctheory\u201d or just use good old common sense and move on! At PM Power, we have the coaches\u2019 conclave where these situations are discussed to see how best to help the coachee considering all the circles of influence. It has significantly helped our coaches in specific situations and in honing their coaching skills in general.<\/p>\n\n\n\n
We invite you to share your coaching experiences (as a coach or a coachee) and we would be happy to share our perspectives which may be of help. You may reach us at info@pm-powerconsulting.com.<\/p>\n","post_title":"Journey of a coach - theory & practice (Part II)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-ii","to_ping":"","pinged":"","post_modified":"2024-01-29 10:54:32","post_modified_gmt":"2024-01-29 10:54:32","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1456","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1514,"post_author":"31","post_date":"2014-11-02 12:24:22","post_date_gmt":"2014-11-02 06:54:22","post_content":"\n
A speaker finishes a great speech \u2013 at least, HE thinks it is great! He then asks, \u201cAny questions?\u201d What does he expect? If I were him, I would expect the audience to demonstrate a level of understanding of what the speech was all about and ask meaningful questions - clarifying the ground covered and even extending from there.<\/p>\n\n\n\n
These are situations where one actually wants to be questioned to get a sense a satisfaction that the effort (the speech, in this case) has been worthwhile. But there are other situations where being questioned has a very negative connotation. It implies questioning the ability of the person being questioned or the work that he has done.<\/p>\n\n\n\n
The important thing is that the intent of questioning should be to seek understanding rather than putting down someone. Hence, even the tone of questioning is very important. Consider the difference between, \u201cWhy did you do THAT?\u201d and \u201cWhat are your reasons for doing THAT?\u201d<\/p>\n\n\n\n
The tone of the former question is judgmental while the same question asked differently demonstrates an openness and a neutral tone. The tone is important because it can either put people off & make them defensive or it can make them relaxed and explain their rationale for an idea or a course of action.<\/p>\n\n\n\n
From the above, it follows that there is a big difference between \u201cquestioning\u201d and \u201casking questions\u201d.<\/p>\n\n\n\n
$\"image\"$ <\/figure>\n\n\n\n
In the work context, a manager who adopts an approach of \u201casking questions\u201d enables an environment where his reportees apply their mind to the situation at hand and exercise their best judgment on the right course of action.<\/p>\n\n\n\n
The manager can use questions to expand the reportee\u2019s thinking and make him aware of aspects he may not have thought of (instead of just instructing him what to do).<\/p>\n\n\n\n
Hence asking questions contributes to the reportee\u2019s overall development and ability to deal with situations with minimal oversight. Equally important, it enables greater responsibility on the part of the reportee so that the implementation aspects of his suggestions are fully owned by him.<\/p>\n\n\n\n
Through this, the manager\u2019s time is also freed up from routine oversight functions to take up important but not urgent tasks.<\/p>\n\n\n\n
In a highly dynamic world, the approach of \u201casking questions\u201d is not just \u201ca nice to have\u201d but an imperative to empower people and ensure that the organization as a whole responds fast to changes in the environment.<\/p>\n\n\n\n
\u201cAsking questions\u201d is an essential part of the tool set of a coach who may be the line manager himself. You consciously adopt the approach for improving the \u201cawareness\u201d of the coachee and therefore, open his mind to his perceptions & other possibilities and take \u201cresponsibility\u201d for the options for actions that he chooses.<\/p>\n\n\n\n
Finally, adopting the approach of \u201casking questions\u201d needs a complementing skill which is ACTIVE listening. A coach cannot sustain a session of asking questions without actually listening well, understanding and re-phrasing of what the coachee says.<\/p>\n\n\n\n
As with most things in life, practice makes perfect \u2013 it takes time and experience to hone the approach of asking questions and the skill of active listening. But they can indeed be developed for individual and organizational benefit. The time to start is NOW!<\/p>\n","post_title":"Questioning and Asking Questions - what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"questioning-and-asking-questions-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:02","post_modified_gmt":"2024-01-29 10:55:02","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1514","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1448,"post_author":"31","post_date":"2014-11-02 06:59:09","post_date_gmt":"2014-11-02 01:29:09","post_content":"\n
This article is part of the series on \u201cJourney of a coach\u201d covering my experiences as a performance coach. You may have the read an earlier article in the series on \u201cJourney of a coach \u2013 the beginning\u201d<\/a>. The journey continues here...<\/p>\n\n\n\n
Yogi Berra, New York Yankees baseball player (arguably the best catcher of all time) said, \u201cIn theory, there is no difference between theory & practice. But in practice, there is!\u201d So, this article is about the theory & practice of coaching for performance \u2013 not baseball players but people managing software projects.<\/p>\n\n\n\n
In my context, the \u201ctheory\u201d was mostly \u201cCoaching for Performance\u201d by John Whitmore (by the way, there is another article of mine on Whitmore<\/a> if you are interested). The \u201cpractice\u201d was, of course, my actual experiences over the years.<\/p>\n\n\n\n
A caveat \u2013 I am not here to debunk theory and hail practice - as a cardiac surgeon might! I have a great deal of respect for Whitmore\u2019s book on Coaching for Performance. The book provided a solid reference and a practical guide for my work as a coach all these years.<\/p>\n\n\n\n
However, I do have my own \u201cinterpretations\u201d and \u201cextensions\u201d of the theory in actual practice which I wish to share. I will use the diagram below which shows the context for coaching.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
You can see the \u201ccircles of influence\u201d around the coachee which would have a bearing on coaching and its effectiveness. We will cover each of these circles with examples. Note that the coach\u2019s experience, beliefs and perceptions are also significant in the context in addition to his skills for coaching.<\/p>\n\n\n\n
Circle #1: Are all situations \u201ccoaching situations\u201d?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The first circle of influence is the coaching situation faced by the coachee at work. For example, it could be that he is recently promoted and finds gaining acceptance in his team a challenge.<\/p>\n\n\n\n
The question is whether all such work situations are amenable for coaching - whether you are the manager of the coachee or an external coach. If you follow the \u201ctheory\u201d (that is Whitmore), a coaching style can become the default management style of the entire organization for all occasions.<\/p>\n\n\n\n
In other words, all manager-reportee interactions can naturally follow the coaching style \u2013 the manager following the sequence of helping his reportee to identify the goal he is seeking to achieve, assess the current state of affairs, consider the available options to achieve the goal and making the commitment-making to make it happen.<\/p>\n\n\n\n
That is all very well, but what if you are a commando fighting a guerrilla war in a jungle and see a metal tube from the foliage pointing at you. Your commander (\u201cmanager\u201d) is not going to coach you through the situation, is he?<\/p>\n\n\n\n
There are also other equivalent (but less extreme) situations at work when time is of essence and all that the coachee needs is information or simple direction (like for example, how to balance staff loading in a project schedule).<\/p>\n\n\n\n
So, my interpretation of theory is that there is better pay-off of coaching in some situations than others. However, there are many, many work situations wherein the quality of work<\/b> or results<\/b> is very important, the learning<\/b> for the coachee very important and it is not an emergency<\/b>. Coaching is very relevant in those cases.<\/p>\n\n\n\n
Circle #2: Are people always receptive to coaching?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The next circle of influence is relating to how receptive people are to coaching even if their work situation was amenable for it.<\/p>\n\n\n\n
Are they motivated enough to become more aware<\/b> and take responsibility<\/b> by themselves and not just because their employer has enrolled them in a training & coaching program?<\/p>\n\n\n\n
Maslow\u2019s theory is that motivation is linked to the stage an individual is at in a hierarchy of needs (see diagram below from Whitmore\u2019s Coaching for Performance). Note that Whitmore has split Maslow\u2019s Esteem stage into two \u2013 Esteem from others and Self-esteem.<\/p>\n\n\n\n
At the stage of Esteem from others, one is looking \u201cexternal\u201d recognition and prestige as motivators. At the stage of Self-esteem, external motivators tend to become less important. More important is the need to make a difference and being empowered to do so enhancing self-esteem. This self-esteem stage is where coaching makes the biggest impact for personal growth.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
Source: Coaching for Performance by John Whitmore<\/i><\/p>\n\n\n\n
There are a few more \u201ccircles\u201d to cover which we will in Part II of the article.<\/p>\n\n\n\n
Till then...<\/p>\n","post_title":"Journey of a coach - theory & practice (Part I)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-i","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:34","post_modified_gmt":"2024-01-29 10:55:34","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1521,"post_author":"26","post_date":"2014-10-30 10:57:02","post_date_gmt":"2014-10-30 05:27:02","post_content":"\n
$\"Network_whenhow2\"$ <\/a><\/figure>\n\n\n\n
One is never without a network and if you are reading this - it may be more to know how to grow it and\/or to overcome obstacles, often due to one's level comfort with so called \"networking\".<\/p>\n\n\n\n
If you look at how you:<\/p>\n\n\n\n
\n
got the opportunity to work in your current position<\/li>\n\n\n\n
got into your college\/school<\/li>\n\n\n\n
got your house on rent or bought your apartment<\/li>\n<\/ul>\n\n\n\n
you will see that a network - formal, informal or virtual (internet based) was at play.<\/p>\n\n\n\n
I will focus on growing your professional network and a few simple steps for it and not delve into specifics of social media, as all of you would be familiar with it.<\/p>\n\n\n\n
First, start with your existing network - which will be your current and past colleagues, your college and school alumni, friends and family. See that you stay in touch with them, by meeting them up or electronically, if you are not in touch start right away. Sending greetings for important occasions, festivals and events is a good way to start. Make it a point to call a few of them over the commute\/ weekends and work on the complete list slowly and steadily, start at top the list again once you complete it.<\/p>\n\n\n\n
What if you need to ask for a reference or a favor from a person with whom you are not in regular touch. The best way to is to be honest, there is no point in coming up with a phony reason to get in touch with them and ask for what you want. Your honesty will be appreciated, after that do thank them and make an effort to stay in touch with them. See that your nurture this set of contacts where you have already made a start.<\/p>\n\n\n\n
Once, when I was looking out for a job using my network, I made it a point to call and thank all those who forwarded my resume to their contacts and I sent a book as a gift to thank all those contacts whose help took me to the interview stage. I did it without any motive and what amazed me was the warmth from these contacts in all my future interactions.<\/p>\n\n\n\n
Second area to focus on are the professional events - there will be events where your technical or managerial domain will be the focus. You may be sponsored\/encouraged by your organizations to attend them, do not let is pass citing an excuse of being busy. Do make time to attend a few of them. If you find that you do not have this opportunity then see that you find such events and enroll yourself.<\/p>\n\n\n\n
In my experience these events certainly help you make a few contacts, you will always find a few persons whom you will find interesting and knowledgeable and connect effortlessly. The key is to nurture this - see that you follow-up with a mail and\/or a call.<\/p>\n\n\n\n
If you are the type who feels inhibited to make an opening, then do not worry. I was advised by one of my mentors to just listen and not worry about talking and enjoy being there. If you listen and observe intently you will find yourself talking soon. Your focus on the interactions and not on your perceived ability, does the trick. Try it a couple of times and see for yourself.<\/p>\n\n\n\n
Lastly, for anything to succeed one has to have the desire, then comes the effort and discipline for achieving it. A small progress or a step with positive result, is the best encouragement for you to strive towards your goals. Do ponder on your actions and results to stay focused on continuing to do this.<\/p>\n\n\n\n
One related question I hear from many of my coachees is \"visibility\" within the organization. More on that in a later post.<\/p>\n","post_title":"Networking - when and how to begin?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"networking-when-and-how-to-begin","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:58","post_modified_gmt":"2024-01-29 14:50:58","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1521","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1517,"post_author":"30","post_date":"2014-10-29 09:30:26","post_date_gmt":"2014-10-29 04:00:26","post_content":"\n
$\"sell-it\"$ <\/a><\/figure>\n\n\n\n
As a child, I used to come up with various ideas for almost anything, and ask for Rs. 1000\/- per idea. Being a child, nobody would want to pay money, that too a thousand Rupees \u2013 but, I would get something else as an appreciation for my efforts. A toffee, a cone ice cream etc.<\/p>\n\n\n\n
Further on, when I used to be active in small groups, selling was more of ideas and to get the team to converge on something, that the group can take as an action.<\/p>\n\n\n\n
As a team leader, I needed to sell the vision of the project to the team, to get everybody\u2019s buy in.<\/p>\n\n\n\n
More recently, I have been in contact with many aspiring and active entrepreneurs. Selling is something that they do with every breath.<\/p>\n\n\n\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

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\n
At this juncture the team is ready to make and take on the commitment with higher confidence. You can see the related blog on retrospectives.<\/p>\n","post_title":"Initial coaching interventions for Sprint Planning","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"initial-coaching-interventions-for-sprint-planning","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:24","post_modified_gmt":"2024-01-29 14:50:24","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3339","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1519,"post_author":"33","post_date":"2014-11-09 12:15:54","post_date_gmt":"2014-11-09 06:45:54","post_content":"\n
$\"\"\/$ <\/figure>\n\n\n\n
  <\/p>\n\n\n\n
Leaders have only two jobs:<\/p>\n\n\n\n
1) Getting work done<\/p>\n\n\n\n
2) Growing the people<\/p>\n\n\n\n
Coaching as a leadership\/management style achieves both.<\/p>\n\n\n\n
With Command & Control approach, managers may get the work done in the short term, by force. But that might have negative impacts on the team in terms of :<\/p>\n\n\n\n
- Lack of ownership<\/p>\n\n\n\n
- Low motivation<\/p>\n\n\n\n
- Poor quality output<\/p>\n\n\n\n
- Low productivity<\/p>\n\n\n\n
- Missed schedules etc.<\/p>\n\n\n\n
Command & Control might also impact development of team members negatively. Teams might wait for manager to give instruction. They might hesitate to take initiative as it might get overruled by the manager. They might stop thinking new & innovative ideas as the manager will always tell them what to do.<\/p>\n\n\n\n
On the other hand, with Coaching as the leadership style, managers will empower the team members to come out with new ideas, solutions and encourage them to implement them. They will help the team members to discover their strengths by asking questions & challenging them. This builds motivation and ownership in the team members.<\/p>\n\n\n\n
Having said that, there are situations where Managers need to use command & control approaches. For example, in a fire fighting situation where extremely quick response in needed. There will be a need for different approaches for different team members \u2013 someone may need more directive input & constant oversight and someone may need a lot of freedom.<\/p>\n\n\n\n
A good leader is one who has high self awareness, self-regulation, self-motivation and empathy through which he\/she can sense and respond differently, in a conscious way, to different situations & different people.<\/p>\n\n\n\n
However, to be a good Leader, coaching way of management style should be the most natural approach and command & control should be the exception.<\/p>\n","post_title":"Coaching vs Command & Control style of Management","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"coaching-vs-command-control-style-of-management","to_ping":"","pinged":"","post_modified":"2024-01-29 15:34:20","post_modified_gmt":"2024-01-29 15:34:20","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1519","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1456,"post_author":"31","post_date":"2014-11-09 12:15:37","post_date_gmt":"2014-11-09 06:45:37","post_content":"\n
In an earlier article \u201cJourney of a coach \u2013 theory & practice (Part I)<\/a>, we introduced the \u201ccircles of influence\u201d which form the context (see diagram below) for coaching process.<\/p>\n\n\n\n
$\"image\"$ <\/a> The circles in the diagram above have a significant bearing on coaching effectiveness and need to be addressed by the coach using the theory of coaching (such as Whitmore\u2019s book on \u201cCoaching for Performance\u201d). In the case of some circles, the theory may \u201cend\u201d at some point and the coach will have \u201cinterpret\u201d and \u201cextend\u201d it for the specific coachee situation at hand.<\/p>\n\n\n\n
We covered the following in Part I of this article:<\/p>\n\n\n\n
\u00b7 Circle #1: Are all situations \u201ccoaching situations\u201d?<\/p>\n\n\n\n
\u00b7 Circle #2: Are people always receptive to coaching?<\/p>\n\n\n\n
In this Part II, we will cover the two remaining circles.<\/p>\n\n\n\n
Circle #3: Are coaches sometimes helpless?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
Circle #3 above regarding \u201cbeliefs, perceptions and personal circumstances\u201d can actually be quite a hard shell hindering coaching progress. But it is often an invisible hard shell because people will share only so much of their innermost beliefs and personal circumstances even though they are impacting their work performance. Coaches make chance discoveries of this shell in the Reality check part (that is, the current state of affairs that needs to improve to meet the Goal) of the Goal-Reality-Options-Will (GROW) model of Whitmore. Here are examples:<\/p>\n\n\n\n
\u00b7 A coachee once candidly admitted that he was himself the reason for his declining performance at work. The reason was that his family was going through his sister\u2019s painful divorce in the US and her life coming back to India. He just could not go about work as usual<\/p>\n\n\n\n
\u00b7 A second coachee had a lot of issues with his manager. He felt that the manager\u2019s lack of domain knowledge resulted in his not realizing & recognizing the value of the coachee\u2019s work. In addition, the coachee seemed to indicate that lack of recognition of his work had to do with his belonging to a minority religious community in India<\/p>\n\n\n\n
\u00b7 Yet another coachee told my colleague (also a Performance Coach) that her problems arose because her boss was an inveterate woman-hater<\/p>\n\n\n\n
These are situations of tight-rope walking for a performance coach! In situations of personal crisis, the coach may only help by sympathetic and patient listening. This may help the coachee more than one would think \u2013 just getting the problem \u201coff his chest\u201d often helps and relieves stress. Being less stressed, he may be able to come to grips with his personal predicament and deal with it better. However, coachee\u2019s entrenched beliefs on, say, religion and gender can be very challenging for the coach to deal with. Some deep-rooted beliefs may indicate pathology needing help from a trained therapist \u2013 far beyond the scope of performance coaching and the ability of the coach.<\/p>\n\n\n\n
Circle #4: Is the coachee\u2019s work environment conducive?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The last circle of influence is the coachee\u2019s work. Sometimes, people have told me that they are \u201cstuck\u201d in positions \u2013 say, \u201croutine\u201d software bug fixing and maintenance where there is really no scope for \u201clearning, enjoyment and fulfillment\u201d (you may like to read My Team is not motivated!!!<\/a> by my colleague Prasanna Moses on this). Most of us would agree that there is far less drudgery at work in today\u2019s knowledge-centric world than even just 30 years ago. We would also agree that there is no such thing as 100% \u201csexy\u201d work (unless of course, you are doing breakthrough work of your calling \u2013 say, in quantum computing). So, when coachees complain about their current work\/role and the lack of sexiness thereof, I ask them questions about what makes it boring, what they can do about it and so on \u2013 hopefully making them better aware of interesting possibilities in what they were doing. In some cases, people have hinted to me that they are considering quitting their \u201cboring\u201d job and looking for a reaction. Under such circumstances, to be fair to the coachee and to the coachee\u2019s employer (who is paying my fees!), I would say the best option is to ask the coachee questions exploring his rationale for leaving (without being judgmental on whether it is right or wrong) \u2013 like what does he think leaving the job will achieve, how will it get him closer to his goals, how is he sure that the same problems would not repeat themselves in the new organization and so on. The ultimate decision should be the coachee\u2019s based on introspection triggered by your questions. He may still choose to quit \u2013 but that is another matter! As far as you are concerned as a coach, you have played it fair & square. It is not unthinkable that you as the coach may actually agree with his rationale for seeking another job!<\/p>\n\n\n\n
A related aspect is also the organizational environment in which the coachee works \u2013 over & above his immediate work\/role discussed above. In sports coaching, the strong individual motivation is a given and the coachee has a great deal of control over what he can and cannot do to enhance his performance. The circumstances for software project managers are different. Their GROW model is in the context of an organization with its culture, policies, processes and so on. As a coach, I have encountered some real challenges here \u2013 the Project Manager may be aspiring to do something of value in his project but his line management and work environment may not be supportive. Some organizational policies can be insensitive to people and even draconian. In one software development organization, if project team members logged in less than 40 hours per week of approved work, there would be automatic cuts in their pay while the significant additional work needed at other times went scarcely noticed! How can one be expected to learn and enjoy their work in such an environment? In such cases, we do bring it up with the line management for addressing them and offer our help as well. To be honest, it worked sometimes and it did not in as many cases.<\/p>\n\n\n\n
In summary, as a practicing coach, you are bound to run into situations like the ones above which make you stop and ponder as to what extent theory can lead practice! You may need to introspect and think of newer ways of extending \u201ctheory\u201d or just use good old common sense and move on! At PM Power, we have the coaches\u2019 conclave where these situations are discussed to see how best to help the coachee considering all the circles of influence. It has significantly helped our coaches in specific situations and in honing their coaching skills in general.<\/p>\n\n\n\n
We invite you to share your coaching experiences (as a coach or a coachee) and we would be happy to share our perspectives which may be of help. You may reach us at info@pm-powerconsulting.com.<\/p>\n","post_title":"Journey of a coach - theory & practice (Part II)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-ii","to_ping":"","pinged":"","post_modified":"2024-01-29 10:54:32","post_modified_gmt":"2024-01-29 10:54:32","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1456","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1514,"post_author":"31","post_date":"2014-11-02 12:24:22","post_date_gmt":"2014-11-02 06:54:22","post_content":"\n
A speaker finishes a great speech \u2013 at least, HE thinks it is great! He then asks, \u201cAny questions?\u201d What does he expect? If I were him, I would expect the audience to demonstrate a level of understanding of what the speech was all about and ask meaningful questions - clarifying the ground covered and even extending from there.<\/p>\n\n\n\n
These are situations where one actually wants to be questioned to get a sense a satisfaction that the effort (the speech, in this case) has been worthwhile. But there are other situations where being questioned has a very negative connotation. It implies questioning the ability of the person being questioned or the work that he has done.<\/p>\n\n\n\n
The important thing is that the intent of questioning should be to seek understanding rather than putting down someone. Hence, even the tone of questioning is very important. Consider the difference between, \u201cWhy did you do THAT?\u201d and \u201cWhat are your reasons for doing THAT?\u201d<\/p>\n\n\n\n
The tone of the former question is judgmental while the same question asked differently demonstrates an openness and a neutral tone. The tone is important because it can either put people off & make them defensive or it can make them relaxed and explain their rationale for an idea or a course of action.<\/p>\n\n\n\n
From the above, it follows that there is a big difference between \u201cquestioning\u201d and \u201casking questions\u201d.<\/p>\n\n\n\n
$\"image\"$ <\/figure>\n\n\n\n
In the work context, a manager who adopts an approach of \u201casking questions\u201d enables an environment where his reportees apply their mind to the situation at hand and exercise their best judgment on the right course of action.<\/p>\n\n\n\n
The manager can use questions to expand the reportee\u2019s thinking and make him aware of aspects he may not have thought of (instead of just instructing him what to do).<\/p>\n\n\n\n
Hence asking questions contributes to the reportee\u2019s overall development and ability to deal with situations with minimal oversight. Equally important, it enables greater responsibility on the part of the reportee so that the implementation aspects of his suggestions are fully owned by him.<\/p>\n\n\n\n
Through this, the manager\u2019s time is also freed up from routine oversight functions to take up important but not urgent tasks.<\/p>\n\n\n\n
In a highly dynamic world, the approach of \u201casking questions\u201d is not just \u201ca nice to have\u201d but an imperative to empower people and ensure that the organization as a whole responds fast to changes in the environment.<\/p>\n\n\n\n
\u201cAsking questions\u201d is an essential part of the tool set of a coach who may be the line manager himself. You consciously adopt the approach for improving the \u201cawareness\u201d of the coachee and therefore, open his mind to his perceptions & other possibilities and take \u201cresponsibility\u201d for the options for actions that he chooses.<\/p>\n\n\n\n
Finally, adopting the approach of \u201casking questions\u201d needs a complementing skill which is ACTIVE listening. A coach cannot sustain a session of asking questions without actually listening well, understanding and re-phrasing of what the coachee says.<\/p>\n\n\n\n
As with most things in life, practice makes perfect \u2013 it takes time and experience to hone the approach of asking questions and the skill of active listening. But they can indeed be developed for individual and organizational benefit. The time to start is NOW!<\/p>\n","post_title":"Questioning and Asking Questions - what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"questioning-and-asking-questions-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:02","post_modified_gmt":"2024-01-29 10:55:02","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1514","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1448,"post_author":"31","post_date":"2014-11-02 06:59:09","post_date_gmt":"2014-11-02 01:29:09","post_content":"\n
This article is part of the series on \u201cJourney of a coach\u201d covering my experiences as a performance coach. You may have the read an earlier article in the series on \u201cJourney of a coach \u2013 the beginning\u201d<\/a>. The journey continues here...<\/p>\n\n\n\n
Yogi Berra, New York Yankees baseball player (arguably the best catcher of all time) said, \u201cIn theory, there is no difference between theory & practice. But in practice, there is!\u201d So, this article is about the theory & practice of coaching for performance \u2013 not baseball players but people managing software projects.<\/p>\n\n\n\n
In my context, the \u201ctheory\u201d was mostly \u201cCoaching for Performance\u201d by John Whitmore (by the way, there is another article of mine on Whitmore<\/a> if you are interested). The \u201cpractice\u201d was, of course, my actual experiences over the years.<\/p>\n\n\n\n
A caveat \u2013 I am not here to debunk theory and hail practice - as a cardiac surgeon might! I have a great deal of respect for Whitmore\u2019s book on Coaching for Performance. The book provided a solid reference and a practical guide for my work as a coach all these years.<\/p>\n\n\n\n
However, I do have my own \u201cinterpretations\u201d and \u201cextensions\u201d of the theory in actual practice which I wish to share. I will use the diagram below which shows the context for coaching.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
You can see the \u201ccircles of influence\u201d around the coachee which would have a bearing on coaching and its effectiveness. We will cover each of these circles with examples. Note that the coach\u2019s experience, beliefs and perceptions are also significant in the context in addition to his skills for coaching.<\/p>\n\n\n\n
Circle #1: Are all situations \u201ccoaching situations\u201d?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The first circle of influence is the coaching situation faced by the coachee at work. For example, it could be that he is recently promoted and finds gaining acceptance in his team a challenge.<\/p>\n\n\n\n
The question is whether all such work situations are amenable for coaching - whether you are the manager of the coachee or an external coach. If you follow the \u201ctheory\u201d (that is Whitmore), a coaching style can become the default management style of the entire organization for all occasions.<\/p>\n\n\n\n
In other words, all manager-reportee interactions can naturally follow the coaching style \u2013 the manager following the sequence of helping his reportee to identify the goal he is seeking to achieve, assess the current state of affairs, consider the available options to achieve the goal and making the commitment-making to make it happen.<\/p>\n\n\n\n
That is all very well, but what if you are a commando fighting a guerrilla war in a jungle and see a metal tube from the foliage pointing at you. Your commander (\u201cmanager\u201d) is not going to coach you through the situation, is he?<\/p>\n\n\n\n
There are also other equivalent (but less extreme) situations at work when time is of essence and all that the coachee needs is information or simple direction (like for example, how to balance staff loading in a project schedule).<\/p>\n\n\n\n
So, my interpretation of theory is that there is better pay-off of coaching in some situations than others. However, there are many, many work situations wherein the quality of work<\/b> or results<\/b> is very important, the learning<\/b> for the coachee very important and it is not an emergency<\/b>. Coaching is very relevant in those cases.<\/p>\n\n\n\n
Circle #2: Are people always receptive to coaching?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The next circle of influence is relating to how receptive people are to coaching even if their work situation was amenable for it.<\/p>\n\n\n\n
Are they motivated enough to become more aware<\/b> and take responsibility<\/b> by themselves and not just because their employer has enrolled them in a training & coaching program?<\/p>\n\n\n\n
Maslow\u2019s theory is that motivation is linked to the stage an individual is at in a hierarchy of needs (see diagram below from Whitmore\u2019s Coaching for Performance). Note that Whitmore has split Maslow\u2019s Esteem stage into two \u2013 Esteem from others and Self-esteem.<\/p>\n\n\n\n
At the stage of Esteem from others, one is looking \u201cexternal\u201d recognition and prestige as motivators. At the stage of Self-esteem, external motivators tend to become less important. More important is the need to make a difference and being empowered to do so enhancing self-esteem. This self-esteem stage is where coaching makes the biggest impact for personal growth.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
Source: Coaching for Performance by John Whitmore<\/i><\/p>\n\n\n\n
There are a few more \u201ccircles\u201d to cover which we will in Part II of the article.<\/p>\n\n\n\n
Till then...<\/p>\n","post_title":"Journey of a coach - theory & practice (Part I)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-i","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:34","post_modified_gmt":"2024-01-29 10:55:34","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1521,"post_author":"26","post_date":"2014-10-30 10:57:02","post_date_gmt":"2014-10-30 05:27:02","post_content":"\n
$\"Network_whenhow2\"$ <\/a><\/figure>\n\n\n\n
One is never without a network and if you are reading this - it may be more to know how to grow it and\/or to overcome obstacles, often due to one's level comfort with so called \"networking\".<\/p>\n\n\n\n
If you look at how you:<\/p>\n\n\n\n
\n
got the opportunity to work in your current position<\/li>\n\n\n\n
got into your college\/school<\/li>\n\n\n\n
got your house on rent or bought your apartment<\/li>\n<\/ul>\n\n\n\n
you will see that a network - formal, informal or virtual (internet based) was at play.<\/p>\n\n\n\n
I will focus on growing your professional network and a few simple steps for it and not delve into specifics of social media, as all of you would be familiar with it.<\/p>\n\n\n\n
First, start with your existing network - which will be your current and past colleagues, your college and school alumni, friends and family. See that you stay in touch with them, by meeting them up or electronically, if you are not in touch start right away. Sending greetings for important occasions, festivals and events is a good way to start. Make it a point to call a few of them over the commute\/ weekends and work on the complete list slowly and steadily, start at top the list again once you complete it.<\/p>\n\n\n\n
What if you need to ask for a reference or a favor from a person with whom you are not in regular touch. The best way to is to be honest, there is no point in coming up with a phony reason to get in touch with them and ask for what you want. Your honesty will be appreciated, after that do thank them and make an effort to stay in touch with them. See that your nurture this set of contacts where you have already made a start.<\/p>\n\n\n\n
Once, when I was looking out for a job using my network, I made it a point to call and thank all those who forwarded my resume to their contacts and I sent a book as a gift to thank all those contacts whose help took me to the interview stage. I did it without any motive and what amazed me was the warmth from these contacts in all my future interactions.<\/p>\n\n\n\n
Second area to focus on are the professional events - there will be events where your technical or managerial domain will be the focus. You may be sponsored\/encouraged by your organizations to attend them, do not let is pass citing an excuse of being busy. Do make time to attend a few of them. If you find that you do not have this opportunity then see that you find such events and enroll yourself.<\/p>\n\n\n\n
In my experience these events certainly help you make a few contacts, you will always find a few persons whom you will find interesting and knowledgeable and connect effortlessly. The key is to nurture this - see that you follow-up with a mail and\/or a call.<\/p>\n\n\n\n
If you are the type who feels inhibited to make an opening, then do not worry. I was advised by one of my mentors to just listen and not worry about talking and enjoy being there. If you listen and observe intently you will find yourself talking soon. Your focus on the interactions and not on your perceived ability, does the trick. Try it a couple of times and see for yourself.<\/p>\n\n\n\n
Lastly, for anything to succeed one has to have the desire, then comes the effort and discipline for achieving it. A small progress or a step with positive result, is the best encouragement for you to strive towards your goals. Do ponder on your actions and results to stay focused on continuing to do this.<\/p>\n\n\n\n
One related question I hear from many of my coachees is \"visibility\" within the organization. More on that in a later post.<\/p>\n","post_title":"Networking - when and how to begin?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"networking-when-and-how-to-begin","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:58","post_modified_gmt":"2024-01-29 14:50:58","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1521","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1517,"post_author":"30","post_date":"2014-10-29 09:30:26","post_date_gmt":"2014-10-29 04:00:26","post_content":"\n
$\"sell-it\"$ <\/a><\/figure>\n\n\n\n
As a child, I used to come up with various ideas for almost anything, and ask for Rs. 1000\/- per idea. Being a child, nobody would want to pay money, that too a thousand Rupees \u2013 but, I would get something else as an appreciation for my efforts. A toffee, a cone ice cream etc.<\/p>\n\n\n\n
Further on, when I used to be active in small groups, selling was more of ideas and to get the team to converge on something, that the group can take as an action.<\/p>\n\n\n\n
As a team leader, I needed to sell the vision of the project to the team, to get everybody\u2019s buy in.<\/p>\n\n\n\n
More recently, I have been in contact with many aspiring and active entrepreneurs. Selling is something that they do with every breath.<\/p>\n\n\n\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

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\n
There is reluctance to do task effort estimates. In the traditional planning task estimates are done for entire project even with some requirements not being clear. This would have resulted in lot of waste, this coupled with notion that agile means no planning is the major cause of the reluctance. As a coach, one needs to highlight that there is better clarity on requirements and it is being done for just a sprint, so there is no waste. The reluctance is also due to lack of understanding of the difference between story point, size and effort estimates, this needs to be addressed.<\/p>\n\n\n\n
At this juncture the team is ready to make and take on the commitment with higher confidence. You can see the related blog on retrospectives.<\/p>\n","post_title":"Initial coaching interventions for Sprint Planning","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"initial-coaching-interventions-for-sprint-planning","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:24","post_modified_gmt":"2024-01-29 14:50:24","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3339","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1519,"post_author":"33","post_date":"2014-11-09 12:15:54","post_date_gmt":"2014-11-09 06:45:54","post_content":"\n
$\"\"\/$ <\/figure>\n\n\n\n
  <\/p>\n\n\n\n
Leaders have only two jobs:<\/p>\n\n\n\n
1) Getting work done<\/p>\n\n\n\n
2) Growing the people<\/p>\n\n\n\n
Coaching as a leadership\/management style achieves both.<\/p>\n\n\n\n
With Command & Control approach, managers may get the work done in the short term, by force. But that might have negative impacts on the team in terms of :<\/p>\n\n\n\n
- Lack of ownership<\/p>\n\n\n\n
- Low motivation<\/p>\n\n\n\n
- Poor quality output<\/p>\n\n\n\n
- Low productivity<\/p>\n\n\n\n
- Missed schedules etc.<\/p>\n\n\n\n
Command & Control might also impact development of team members negatively. Teams might wait for manager to give instruction. They might hesitate to take initiative as it might get overruled by the manager. They might stop thinking new & innovative ideas as the manager will always tell them what to do.<\/p>\n\n\n\n
On the other hand, with Coaching as the leadership style, managers will empower the team members to come out with new ideas, solutions and encourage them to implement them. They will help the team members to discover their strengths by asking questions & challenging them. This builds motivation and ownership in the team members.<\/p>\n\n\n\n
Having said that, there are situations where Managers need to use command & control approaches. For example, in a fire fighting situation where extremely quick response in needed. There will be a need for different approaches for different team members \u2013 someone may need more directive input & constant oversight and someone may need a lot of freedom.<\/p>\n\n\n\n
A good leader is one who has high self awareness, self-regulation, self-motivation and empathy through which he\/she can sense and respond differently, in a conscious way, to different situations & different people.<\/p>\n\n\n\n
However, to be a good Leader, coaching way of management style should be the most natural approach and command & control should be the exception.<\/p>\n","post_title":"Coaching vs Command & Control style of Management","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"coaching-vs-command-control-style-of-management","to_ping":"","pinged":"","post_modified":"2024-01-29 15:34:20","post_modified_gmt":"2024-01-29 15:34:20","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1519","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1456,"post_author":"31","post_date":"2014-11-09 12:15:37","post_date_gmt":"2014-11-09 06:45:37","post_content":"\n
In an earlier article \u201cJourney of a coach \u2013 theory & practice (Part I)<\/a>, we introduced the \u201ccircles of influence\u201d which form the context (see diagram below) for coaching process.<\/p>\n\n\n\n
$\"image\"$ <\/a> The circles in the diagram above have a significant bearing on coaching effectiveness and need to be addressed by the coach using the theory of coaching (such as Whitmore\u2019s book on \u201cCoaching for Performance\u201d). In the case of some circles, the theory may \u201cend\u201d at some point and the coach will have \u201cinterpret\u201d and \u201cextend\u201d it for the specific coachee situation at hand.<\/p>\n\n\n\n
We covered the following in Part I of this article:<\/p>\n\n\n\n
\u00b7 Circle #1: Are all situations \u201ccoaching situations\u201d?<\/p>\n\n\n\n
\u00b7 Circle #2: Are people always receptive to coaching?<\/p>\n\n\n\n
In this Part II, we will cover the two remaining circles.<\/p>\n\n\n\n
Circle #3: Are coaches sometimes helpless?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
Circle #3 above regarding \u201cbeliefs, perceptions and personal circumstances\u201d can actually be quite a hard shell hindering coaching progress. But it is often an invisible hard shell because people will share only so much of their innermost beliefs and personal circumstances even though they are impacting their work performance. Coaches make chance discoveries of this shell in the Reality check part (that is, the current state of affairs that needs to improve to meet the Goal) of the Goal-Reality-Options-Will (GROW) model of Whitmore. Here are examples:<\/p>\n\n\n\n
\u00b7 A coachee once candidly admitted that he was himself the reason for his declining performance at work. The reason was that his family was going through his sister\u2019s painful divorce in the US and her life coming back to India. He just could not go about work as usual<\/p>\n\n\n\n
\u00b7 A second coachee had a lot of issues with his manager. He felt that the manager\u2019s lack of domain knowledge resulted in his not realizing & recognizing the value of the coachee\u2019s work. In addition, the coachee seemed to indicate that lack of recognition of his work had to do with his belonging to a minority religious community in India<\/p>\n\n\n\n
\u00b7 Yet another coachee told my colleague (also a Performance Coach) that her problems arose because her boss was an inveterate woman-hater<\/p>\n\n\n\n
These are situations of tight-rope walking for a performance coach! In situations of personal crisis, the coach may only help by sympathetic and patient listening. This may help the coachee more than one would think \u2013 just getting the problem \u201coff his chest\u201d often helps and relieves stress. Being less stressed, he may be able to come to grips with his personal predicament and deal with it better. However, coachee\u2019s entrenched beliefs on, say, religion and gender can be very challenging for the coach to deal with. Some deep-rooted beliefs may indicate pathology needing help from a trained therapist \u2013 far beyond the scope of performance coaching and the ability of the coach.<\/p>\n\n\n\n
Circle #4: Is the coachee\u2019s work environment conducive?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The last circle of influence is the coachee\u2019s work. Sometimes, people have told me that they are \u201cstuck\u201d in positions \u2013 say, \u201croutine\u201d software bug fixing and maintenance where there is really no scope for \u201clearning, enjoyment and fulfillment\u201d (you may like to read My Team is not motivated!!!<\/a> by my colleague Prasanna Moses on this). Most of us would agree that there is far less drudgery at work in today\u2019s knowledge-centric world than even just 30 years ago. We would also agree that there is no such thing as 100% \u201csexy\u201d work (unless of course, you are doing breakthrough work of your calling \u2013 say, in quantum computing). So, when coachees complain about their current work\/role and the lack of sexiness thereof, I ask them questions about what makes it boring, what they can do about it and so on \u2013 hopefully making them better aware of interesting possibilities in what they were doing. In some cases, people have hinted to me that they are considering quitting their \u201cboring\u201d job and looking for a reaction. Under such circumstances, to be fair to the coachee and to the coachee\u2019s employer (who is paying my fees!), I would say the best option is to ask the coachee questions exploring his rationale for leaving (without being judgmental on whether it is right or wrong) \u2013 like what does he think leaving the job will achieve, how will it get him closer to his goals, how is he sure that the same problems would not repeat themselves in the new organization and so on. The ultimate decision should be the coachee\u2019s based on introspection triggered by your questions. He may still choose to quit \u2013 but that is another matter! As far as you are concerned as a coach, you have played it fair & square. It is not unthinkable that you as the coach may actually agree with his rationale for seeking another job!<\/p>\n\n\n\n
A related aspect is also the organizational environment in which the coachee works \u2013 over & above his immediate work\/role discussed above. In sports coaching, the strong individual motivation is a given and the coachee has a great deal of control over what he can and cannot do to enhance his performance. The circumstances for software project managers are different. Their GROW model is in the context of an organization with its culture, policies, processes and so on. As a coach, I have encountered some real challenges here \u2013 the Project Manager may be aspiring to do something of value in his project but his line management and work environment may not be supportive. Some organizational policies can be insensitive to people and even draconian. In one software development organization, if project team members logged in less than 40 hours per week of approved work, there would be automatic cuts in their pay while the significant additional work needed at other times went scarcely noticed! How can one be expected to learn and enjoy their work in such an environment? In such cases, we do bring it up with the line management for addressing them and offer our help as well. To be honest, it worked sometimes and it did not in as many cases.<\/p>\n\n\n\n
In summary, as a practicing coach, you are bound to run into situations like the ones above which make you stop and ponder as to what extent theory can lead practice! You may need to introspect and think of newer ways of extending \u201ctheory\u201d or just use good old common sense and move on! At PM Power, we have the coaches\u2019 conclave where these situations are discussed to see how best to help the coachee considering all the circles of influence. It has significantly helped our coaches in specific situations and in honing their coaching skills in general.<\/p>\n\n\n\n
We invite you to share your coaching experiences (as a coach or a coachee) and we would be happy to share our perspectives which may be of help. You may reach us at info@pm-powerconsulting.com.<\/p>\n","post_title":"Journey of a coach - theory & practice (Part II)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-ii","to_ping":"","pinged":"","post_modified":"2024-01-29 10:54:32","post_modified_gmt":"2024-01-29 10:54:32","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1456","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1514,"post_author":"31","post_date":"2014-11-02 12:24:22","post_date_gmt":"2014-11-02 06:54:22","post_content":"\n
A speaker finishes a great speech \u2013 at least, HE thinks it is great! He then asks, \u201cAny questions?\u201d What does he expect? If I were him, I would expect the audience to demonstrate a level of understanding of what the speech was all about and ask meaningful questions - clarifying the ground covered and even extending from there.<\/p>\n\n\n\n
These are situations where one actually wants to be questioned to get a sense a satisfaction that the effort (the speech, in this case) has been worthwhile. But there are other situations where being questioned has a very negative connotation. It implies questioning the ability of the person being questioned or the work that he has done.<\/p>\n\n\n\n
The important thing is that the intent of questioning should be to seek understanding rather than putting down someone. Hence, even the tone of questioning is very important. Consider the difference between, \u201cWhy did you do THAT?\u201d and \u201cWhat are your reasons for doing THAT?\u201d<\/p>\n\n\n\n
The tone of the former question is judgmental while the same question asked differently demonstrates an openness and a neutral tone. The tone is important because it can either put people off & make them defensive or it can make them relaxed and explain their rationale for an idea or a course of action.<\/p>\n\n\n\n
From the above, it follows that there is a big difference between \u201cquestioning\u201d and \u201casking questions\u201d.<\/p>\n\n\n\n
$\"image\"$ <\/figure>\n\n\n\n
In the work context, a manager who adopts an approach of \u201casking questions\u201d enables an environment where his reportees apply their mind to the situation at hand and exercise their best judgment on the right course of action.<\/p>\n\n\n\n
The manager can use questions to expand the reportee\u2019s thinking and make him aware of aspects he may not have thought of (instead of just instructing him what to do).<\/p>\n\n\n\n
Hence asking questions contributes to the reportee\u2019s overall development and ability to deal with situations with minimal oversight. Equally important, it enables greater responsibility on the part of the reportee so that the implementation aspects of his suggestions are fully owned by him.<\/p>\n\n\n\n
Through this, the manager\u2019s time is also freed up from routine oversight functions to take up important but not urgent tasks.<\/p>\n\n\n\n
In a highly dynamic world, the approach of \u201casking questions\u201d is not just \u201ca nice to have\u201d but an imperative to empower people and ensure that the organization as a whole responds fast to changes in the environment.<\/p>\n\n\n\n
\u201cAsking questions\u201d is an essential part of the tool set of a coach who may be the line manager himself. You consciously adopt the approach for improving the \u201cawareness\u201d of the coachee and therefore, open his mind to his perceptions & other possibilities and take \u201cresponsibility\u201d for the options for actions that he chooses.<\/p>\n\n\n\n
Finally, adopting the approach of \u201casking questions\u201d needs a complementing skill which is ACTIVE listening. A coach cannot sustain a session of asking questions without actually listening well, understanding and re-phrasing of what the coachee says.<\/p>\n\n\n\n
As with most things in life, practice makes perfect \u2013 it takes time and experience to hone the approach of asking questions and the skill of active listening. But they can indeed be developed for individual and organizational benefit. The time to start is NOW!<\/p>\n","post_title":"Questioning and Asking Questions - what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"questioning-and-asking-questions-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:02","post_modified_gmt":"2024-01-29 10:55:02","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1514","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1448,"post_author":"31","post_date":"2014-11-02 06:59:09","post_date_gmt":"2014-11-02 01:29:09","post_content":"\n
This article is part of the series on \u201cJourney of a coach\u201d covering my experiences as a performance coach. You may have the read an earlier article in the series on \u201cJourney of a coach \u2013 the beginning\u201d<\/a>. The journey continues here...<\/p>\n\n\n\n
Yogi Berra, New York Yankees baseball player (arguably the best catcher of all time) said, \u201cIn theory, there is no difference between theory & practice. But in practice, there is!\u201d So, this article is about the theory & practice of coaching for performance \u2013 not baseball players but people managing software projects.<\/p>\n\n\n\n
In my context, the \u201ctheory\u201d was mostly \u201cCoaching for Performance\u201d by John Whitmore (by the way, there is another article of mine on Whitmore<\/a> if you are interested). The \u201cpractice\u201d was, of course, my actual experiences over the years.<\/p>\n\n\n\n
A caveat \u2013 I am not here to debunk theory and hail practice - as a cardiac surgeon might! I have a great deal of respect for Whitmore\u2019s book on Coaching for Performance. The book provided a solid reference and a practical guide for my work as a coach all these years.<\/p>\n\n\n\n
However, I do have my own \u201cinterpretations\u201d and \u201cextensions\u201d of the theory in actual practice which I wish to share. I will use the diagram below which shows the context for coaching.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
You can see the \u201ccircles of influence\u201d around the coachee which would have a bearing on coaching and its effectiveness. We will cover each of these circles with examples. Note that the coach\u2019s experience, beliefs and perceptions are also significant in the context in addition to his skills for coaching.<\/p>\n\n\n\n
Circle #1: Are all situations \u201ccoaching situations\u201d?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The first circle of influence is the coaching situation faced by the coachee at work. For example, it could be that he is recently promoted and finds gaining acceptance in his team a challenge.<\/p>\n\n\n\n
The question is whether all such work situations are amenable for coaching - whether you are the manager of the coachee or an external coach. If you follow the \u201ctheory\u201d (that is Whitmore), a coaching style can become the default management style of the entire organization for all occasions.<\/p>\n\n\n\n
In other words, all manager-reportee interactions can naturally follow the coaching style \u2013 the manager following the sequence of helping his reportee to identify the goal he is seeking to achieve, assess the current state of affairs, consider the available options to achieve the goal and making the commitment-making to make it happen.<\/p>\n\n\n\n
That is all very well, but what if you are a commando fighting a guerrilla war in a jungle and see a metal tube from the foliage pointing at you. Your commander (\u201cmanager\u201d) is not going to coach you through the situation, is he?<\/p>\n\n\n\n
There are also other equivalent (but less extreme) situations at work when time is of essence and all that the coachee needs is information or simple direction (like for example, how to balance staff loading in a project schedule).<\/p>\n\n\n\n
So, my interpretation of theory is that there is better pay-off of coaching in some situations than others. However, there are many, many work situations wherein the quality of work<\/b> or results<\/b> is very important, the learning<\/b> for the coachee very important and it is not an emergency<\/b>. Coaching is very relevant in those cases.<\/p>\n\n\n\n
Circle #2: Are people always receptive to coaching?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The next circle of influence is relating to how receptive people are to coaching even if their work situation was amenable for it.<\/p>\n\n\n\n
Are they motivated enough to become more aware<\/b> and take responsibility<\/b> by themselves and not just because their employer has enrolled them in a training & coaching program?<\/p>\n\n\n\n
Maslow\u2019s theory is that motivation is linked to the stage an individual is at in a hierarchy of needs (see diagram below from Whitmore\u2019s Coaching for Performance). Note that Whitmore has split Maslow\u2019s Esteem stage into two \u2013 Esteem from others and Self-esteem.<\/p>\n\n\n\n
At the stage of Esteem from others, one is looking \u201cexternal\u201d recognition and prestige as motivators. At the stage of Self-esteem, external motivators tend to become less important. More important is the need to make a difference and being empowered to do so enhancing self-esteem. This self-esteem stage is where coaching makes the biggest impact for personal growth.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
Source: Coaching for Performance by John Whitmore<\/i><\/p>\n\n\n\n
There are a few more \u201ccircles\u201d to cover which we will in Part II of the article.<\/p>\n\n\n\n
Till then...<\/p>\n","post_title":"Journey of a coach - theory & practice (Part I)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-i","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:34","post_modified_gmt":"2024-01-29 10:55:34","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1521,"post_author":"26","post_date":"2014-10-30 10:57:02","post_date_gmt":"2014-10-30 05:27:02","post_content":"\n
$\"Network_whenhow2\"$ <\/a><\/figure>\n\n\n\n
One is never without a network and if you are reading this - it may be more to know how to grow it and\/or to overcome obstacles, often due to one's level comfort with so called \"networking\".<\/p>\n\n\n\n
If you look at how you:<\/p>\n\n\n\n
\n
got the opportunity to work in your current position<\/li>\n\n\n\n
got into your college\/school<\/li>\n\n\n\n
got your house on rent or bought your apartment<\/li>\n<\/ul>\n\n\n\n
you will see that a network - formal, informal or virtual (internet based) was at play.<\/p>\n\n\n\n
I will focus on growing your professional network and a few simple steps for it and not delve into specifics of social media, as all of you would be familiar with it.<\/p>\n\n\n\n
First, start with your existing network - which will be your current and past colleagues, your college and school alumni, friends and family. See that you stay in touch with them, by meeting them up or electronically, if you are not in touch start right away. Sending greetings for important occasions, festivals and events is a good way to start. Make it a point to call a few of them over the commute\/ weekends and work on the complete list slowly and steadily, start at top the list again once you complete it.<\/p>\n\n\n\n
What if you need to ask for a reference or a favor from a person with whom you are not in regular touch. The best way to is to be honest, there is no point in coming up with a phony reason to get in touch with them and ask for what you want. Your honesty will be appreciated, after that do thank them and make an effort to stay in touch with them. See that your nurture this set of contacts where you have already made a start.<\/p>\n\n\n\n
Once, when I was looking out for a job using my network, I made it a point to call and thank all those who forwarded my resume to their contacts and I sent a book as a gift to thank all those contacts whose help took me to the interview stage. I did it without any motive and what amazed me was the warmth from these contacts in all my future interactions.<\/p>\n\n\n\n
Second area to focus on are the professional events - there will be events where your technical or managerial domain will be the focus. You may be sponsored\/encouraged by your organizations to attend them, do not let is pass citing an excuse of being busy. Do make time to attend a few of them. If you find that you do not have this opportunity then see that you find such events and enroll yourself.<\/p>\n\n\n\n
In my experience these events certainly help you make a few contacts, you will always find a few persons whom you will find interesting and knowledgeable and connect effortlessly. The key is to nurture this - see that you follow-up with a mail and\/or a call.<\/p>\n\n\n\n
If you are the type who feels inhibited to make an opening, then do not worry. I was advised by one of my mentors to just listen and not worry about talking and enjoy being there. If you listen and observe intently you will find yourself talking soon. Your focus on the interactions and not on your perceived ability, does the trick. Try it a couple of times and see for yourself.<\/p>\n\n\n\n
Lastly, for anything to succeed one has to have the desire, then comes the effort and discipline for achieving it. A small progress or a step with positive result, is the best encouragement for you to strive towards your goals. Do ponder on your actions and results to stay focused on continuing to do this.<\/p>\n\n\n\n
One related question I hear from many of my coachees is \"visibility\" within the organization. More on that in a later post.<\/p>\n","post_title":"Networking - when and how to begin?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"networking-when-and-how-to-begin","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:58","post_modified_gmt":"2024-01-29 14:50:58","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1521","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1517,"post_author":"30","post_date":"2014-10-29 09:30:26","post_date_gmt":"2014-10-29 04:00:26","post_content":"\n
$\"sell-it\"$ <\/a><\/figure>\n\n\n\n
As a child, I used to come up with various ideas for almost anything, and ask for Rs. 1000\/- per idea. Being a child, nobody would want to pay money, that too a thousand Rupees \u2013 but, I would get something else as an appreciation for my efforts. A toffee, a cone ice cream etc.<\/p>\n\n\n\n
Further on, when I used to be active in small groups, selling was more of ideas and to get the team to converge on something, that the group can take as an action.<\/p>\n\n\n\n
As a team leader, I needed to sell the vision of the project to the team, to get everybody\u2019s buy in.<\/p>\n\n\n\n
More recently, I have been in contact with many aspiring and active entrepreneurs. Selling is something that they do with every breath.<\/p>\n\n\n\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

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\n
As they complete this they realize that in past sprints, they grappled with these issues, towards the end of the sprint. Now they have ample time to cope with it \u2013 the benefit of Scrum uncovering problems earlier is leveraged.<\/p>\n\n\n\n
There is reluctance to do task effort estimates. In the traditional planning task estimates are done for entire project even with some requirements not being clear. This would have resulted in lot of waste, this coupled with notion that agile means no planning is the major cause of the reluctance. As a coach, one needs to highlight that there is better clarity on requirements and it is being done for just a sprint, so there is no waste. The reluctance is also due to lack of understanding of the difference between story point, size and effort estimates, this needs to be addressed.<\/p>\n\n\n\n
At this juncture the team is ready to make and take on the commitment with higher confidence. You can see the related blog on retrospectives.<\/p>\n","post_title":"Initial coaching interventions for Sprint Planning","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"initial-coaching-interventions-for-sprint-planning","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:24","post_modified_gmt":"2024-01-29 14:50:24","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3339","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1519,"post_author":"33","post_date":"2014-11-09 12:15:54","post_date_gmt":"2014-11-09 06:45:54","post_content":"\n
$\"\"\/$ <\/figure>\n\n\n\n
  <\/p>\n\n\n\n
Leaders have only two jobs:<\/p>\n\n\n\n
1) Getting work done<\/p>\n\n\n\n
2) Growing the people<\/p>\n\n\n\n
Coaching as a leadership\/management style achieves both.<\/p>\n\n\n\n
With Command & Control approach, managers may get the work done in the short term, by force. But that might have negative impacts on the team in terms of :<\/p>\n\n\n\n
- Lack of ownership<\/p>\n\n\n\n
- Low motivation<\/p>\n\n\n\n
- Poor quality output<\/p>\n\n\n\n
- Low productivity<\/p>\n\n\n\n
- Missed schedules etc.<\/p>\n\n\n\n
Command & Control might also impact development of team members negatively. Teams might wait for manager to give instruction. They might hesitate to take initiative as it might get overruled by the manager. They might stop thinking new & innovative ideas as the manager will always tell them what to do.<\/p>\n\n\n\n
On the other hand, with Coaching as the leadership style, managers will empower the team members to come out with new ideas, solutions and encourage them to implement them. They will help the team members to discover their strengths by asking questions & challenging them. This builds motivation and ownership in the team members.<\/p>\n\n\n\n
Having said that, there are situations where Managers need to use command & control approaches. For example, in a fire fighting situation where extremely quick response in needed. There will be a need for different approaches for different team members \u2013 someone may need more directive input & constant oversight and someone may need a lot of freedom.<\/p>\n\n\n\n
A good leader is one who has high self awareness, self-regulation, self-motivation and empathy through which he\/she can sense and respond differently, in a conscious way, to different situations & different people.<\/p>\n\n\n\n
However, to be a good Leader, coaching way of management style should be the most natural approach and command & control should be the exception.<\/p>\n","post_title":"Coaching vs Command & Control style of Management","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"coaching-vs-command-control-style-of-management","to_ping":"","pinged":"","post_modified":"2024-01-29 15:34:20","post_modified_gmt":"2024-01-29 15:34:20","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1519","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1456,"post_author":"31","post_date":"2014-11-09 12:15:37","post_date_gmt":"2014-11-09 06:45:37","post_content":"\n
In an earlier article \u201cJourney of a coach \u2013 theory & practice (Part I)<\/a>, we introduced the \u201ccircles of influence\u201d which form the context (see diagram below) for coaching process.<\/p>\n\n\n\n
$\"image\"$ <\/a> The circles in the diagram above have a significant bearing on coaching effectiveness and need to be addressed by the coach using the theory of coaching (such as Whitmore\u2019s book on \u201cCoaching for Performance\u201d). In the case of some circles, the theory may \u201cend\u201d at some point and the coach will have \u201cinterpret\u201d and \u201cextend\u201d it for the specific coachee situation at hand.<\/p>\n\n\n\n
We covered the following in Part I of this article:<\/p>\n\n\n\n
\u00b7 Circle #1: Are all situations \u201ccoaching situations\u201d?<\/p>\n\n\n\n
\u00b7 Circle #2: Are people always receptive to coaching?<\/p>\n\n\n\n
In this Part II, we will cover the two remaining circles.<\/p>\n\n\n\n
Circle #3: Are coaches sometimes helpless?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
Circle #3 above regarding \u201cbeliefs, perceptions and personal circumstances\u201d can actually be quite a hard shell hindering coaching progress. But it is often an invisible hard shell because people will share only so much of their innermost beliefs and personal circumstances even though they are impacting their work performance. Coaches make chance discoveries of this shell in the Reality check part (that is, the current state of affairs that needs to improve to meet the Goal) of the Goal-Reality-Options-Will (GROW) model of Whitmore. Here are examples:<\/p>\n\n\n\n
\u00b7 A coachee once candidly admitted that he was himself the reason for his declining performance at work. The reason was that his family was going through his sister\u2019s painful divorce in the US and her life coming back to India. He just could not go about work as usual<\/p>\n\n\n\n
\u00b7 A second coachee had a lot of issues with his manager. He felt that the manager\u2019s lack of domain knowledge resulted in his not realizing & recognizing the value of the coachee\u2019s work. In addition, the coachee seemed to indicate that lack of recognition of his work had to do with his belonging to a minority religious community in India<\/p>\n\n\n\n
\u00b7 Yet another coachee told my colleague (also a Performance Coach) that her problems arose because her boss was an inveterate woman-hater<\/p>\n\n\n\n
These are situations of tight-rope walking for a performance coach! In situations of personal crisis, the coach may only help by sympathetic and patient listening. This may help the coachee more than one would think \u2013 just getting the problem \u201coff his chest\u201d often helps and relieves stress. Being less stressed, he may be able to come to grips with his personal predicament and deal with it better. However, coachee\u2019s entrenched beliefs on, say, religion and gender can be very challenging for the coach to deal with. Some deep-rooted beliefs may indicate pathology needing help from a trained therapist \u2013 far beyond the scope of performance coaching and the ability of the coach.<\/p>\n\n\n\n
Circle #4: Is the coachee\u2019s work environment conducive?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The last circle of influence is the coachee\u2019s work. Sometimes, people have told me that they are \u201cstuck\u201d in positions \u2013 say, \u201croutine\u201d software bug fixing and maintenance where there is really no scope for \u201clearning, enjoyment and fulfillment\u201d (you may like to read My Team is not motivated!!!<\/a> by my colleague Prasanna Moses on this). Most of us would agree that there is far less drudgery at work in today\u2019s knowledge-centric world than even just 30 years ago. We would also agree that there is no such thing as 100% \u201csexy\u201d work (unless of course, you are doing breakthrough work of your calling \u2013 say, in quantum computing). So, when coachees complain about their current work\/role and the lack of sexiness thereof, I ask them questions about what makes it boring, what they can do about it and so on \u2013 hopefully making them better aware of interesting possibilities in what they were doing. In some cases, people have hinted to me that they are considering quitting their \u201cboring\u201d job and looking for a reaction. Under such circumstances, to be fair to the coachee and to the coachee\u2019s employer (who is paying my fees!), I would say the best option is to ask the coachee questions exploring his rationale for leaving (without being judgmental on whether it is right or wrong) \u2013 like what does he think leaving the job will achieve, how will it get him closer to his goals, how is he sure that the same problems would not repeat themselves in the new organization and so on. The ultimate decision should be the coachee\u2019s based on introspection triggered by your questions. He may still choose to quit \u2013 but that is another matter! As far as you are concerned as a coach, you have played it fair & square. It is not unthinkable that you as the coach may actually agree with his rationale for seeking another job!<\/p>\n\n\n\n
A related aspect is also the organizational environment in which the coachee works \u2013 over & above his immediate work\/role discussed above. In sports coaching, the strong individual motivation is a given and the coachee has a great deal of control over what he can and cannot do to enhance his performance. The circumstances for software project managers are different. Their GROW model is in the context of an organization with its culture, policies, processes and so on. As a coach, I have encountered some real challenges here \u2013 the Project Manager may be aspiring to do something of value in his project but his line management and work environment may not be supportive. Some organizational policies can be insensitive to people and even draconian. In one software development organization, if project team members logged in less than 40 hours per week of approved work, there would be automatic cuts in their pay while the significant additional work needed at other times went scarcely noticed! How can one be expected to learn and enjoy their work in such an environment? In such cases, we do bring it up with the line management for addressing them and offer our help as well. To be honest, it worked sometimes and it did not in as many cases.<\/p>\n\n\n\n
In summary, as a practicing coach, you are bound to run into situations like the ones above which make you stop and ponder as to what extent theory can lead practice! You may need to introspect and think of newer ways of extending \u201ctheory\u201d or just use good old common sense and move on! At PM Power, we have the coaches\u2019 conclave where these situations are discussed to see how best to help the coachee considering all the circles of influence. It has significantly helped our coaches in specific situations and in honing their coaching skills in general.<\/p>\n\n\n\n
We invite you to share your coaching experiences (as a coach or a coachee) and we would be happy to share our perspectives which may be of help. You may reach us at info@pm-powerconsulting.com.<\/p>\n","post_title":"Journey of a coach - theory & practice (Part II)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-ii","to_ping":"","pinged":"","post_modified":"2024-01-29 10:54:32","post_modified_gmt":"2024-01-29 10:54:32","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1456","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1514,"post_author":"31","post_date":"2014-11-02 12:24:22","post_date_gmt":"2014-11-02 06:54:22","post_content":"\n
A speaker finishes a great speech \u2013 at least, HE thinks it is great! He then asks, \u201cAny questions?\u201d What does he expect? If I were him, I would expect the audience to demonstrate a level of understanding of what the speech was all about and ask meaningful questions - clarifying the ground covered and even extending from there.<\/p>\n\n\n\n
These are situations where one actually wants to be questioned to get a sense a satisfaction that the effort (the speech, in this case) has been worthwhile. But there are other situations where being questioned has a very negative connotation. It implies questioning the ability of the person being questioned or the work that he has done.<\/p>\n\n\n\n
The important thing is that the intent of questioning should be to seek understanding rather than putting down someone. Hence, even the tone of questioning is very important. Consider the difference between, \u201cWhy did you do THAT?\u201d and \u201cWhat are your reasons for doing THAT?\u201d<\/p>\n\n\n\n
The tone of the former question is judgmental while the same question asked differently demonstrates an openness and a neutral tone. The tone is important because it can either put people off & make them defensive or it can make them relaxed and explain their rationale for an idea or a course of action.<\/p>\n\n\n\n
From the above, it follows that there is a big difference between \u201cquestioning\u201d and \u201casking questions\u201d.<\/p>\n\n\n\n
$\"image\"$ <\/figure>\n\n\n\n
In the work context, a manager who adopts an approach of \u201casking questions\u201d enables an environment where his reportees apply their mind to the situation at hand and exercise their best judgment on the right course of action.<\/p>\n\n\n\n
The manager can use questions to expand the reportee\u2019s thinking and make him aware of aspects he may not have thought of (instead of just instructing him what to do).<\/p>\n\n\n\n
Hence asking questions contributes to the reportee\u2019s overall development and ability to deal with situations with minimal oversight. Equally important, it enables greater responsibility on the part of the reportee so that the implementation aspects of his suggestions are fully owned by him.<\/p>\n\n\n\n
Through this, the manager\u2019s time is also freed up from routine oversight functions to take up important but not urgent tasks.<\/p>\n\n\n\n
In a highly dynamic world, the approach of \u201casking questions\u201d is not just \u201ca nice to have\u201d but an imperative to empower people and ensure that the organization as a whole responds fast to changes in the environment.<\/p>\n\n\n\n
\u201cAsking questions\u201d is an essential part of the tool set of a coach who may be the line manager himself. You consciously adopt the approach for improving the \u201cawareness\u201d of the coachee and therefore, open his mind to his perceptions & other possibilities and take \u201cresponsibility\u201d for the options for actions that he chooses.<\/p>\n\n\n\n
Finally, adopting the approach of \u201casking questions\u201d needs a complementing skill which is ACTIVE listening. A coach cannot sustain a session of asking questions without actually listening well, understanding and re-phrasing of what the coachee says.<\/p>\n\n\n\n
As with most things in life, practice makes perfect \u2013 it takes time and experience to hone the approach of asking questions and the skill of active listening. But they can indeed be developed for individual and organizational benefit. The time to start is NOW!<\/p>\n","post_title":"Questioning and Asking Questions - what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"questioning-and-asking-questions-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:02","post_modified_gmt":"2024-01-29 10:55:02","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1514","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1448,"post_author":"31","post_date":"2014-11-02 06:59:09","post_date_gmt":"2014-11-02 01:29:09","post_content":"\n
This article is part of the series on \u201cJourney of a coach\u201d covering my experiences as a performance coach. You may have the read an earlier article in the series on \u201cJourney of a coach \u2013 the beginning\u201d<\/a>. The journey continues here...<\/p>\n\n\n\n
Yogi Berra, New York Yankees baseball player (arguably the best catcher of all time) said, \u201cIn theory, there is no difference between theory & practice. But in practice, there is!\u201d So, this article is about the theory & practice of coaching for performance \u2013 not baseball players but people managing software projects.<\/p>\n\n\n\n
In my context, the \u201ctheory\u201d was mostly \u201cCoaching for Performance\u201d by John Whitmore (by the way, there is another article of mine on Whitmore<\/a> if you are interested). The \u201cpractice\u201d was, of course, my actual experiences over the years.<\/p>\n\n\n\n
A caveat \u2013 I am not here to debunk theory and hail practice - as a cardiac surgeon might! I have a great deal of respect for Whitmore\u2019s book on Coaching for Performance. The book provided a solid reference and a practical guide for my work as a coach all these years.<\/p>\n\n\n\n
However, I do have my own \u201cinterpretations\u201d and \u201cextensions\u201d of the theory in actual practice which I wish to share. I will use the diagram below which shows the context for coaching.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
You can see the \u201ccircles of influence\u201d around the coachee which would have a bearing on coaching and its effectiveness. We will cover each of these circles with examples. Note that the coach\u2019s experience, beliefs and perceptions are also significant in the context in addition to his skills for coaching.<\/p>\n\n\n\n
Circle #1: Are all situations \u201ccoaching situations\u201d?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The first circle of influence is the coaching situation faced by the coachee at work. For example, it could be that he is recently promoted and finds gaining acceptance in his team a challenge.<\/p>\n\n\n\n
The question is whether all such work situations are amenable for coaching - whether you are the manager of the coachee or an external coach. If you follow the \u201ctheory\u201d (that is Whitmore), a coaching style can become the default management style of the entire organization for all occasions.<\/p>\n\n\n\n
In other words, all manager-reportee interactions can naturally follow the coaching style \u2013 the manager following the sequence of helping his reportee to identify the goal he is seeking to achieve, assess the current state of affairs, consider the available options to achieve the goal and making the commitment-making to make it happen.<\/p>\n\n\n\n
That is all very well, but what if you are a commando fighting a guerrilla war in a jungle and see a metal tube from the foliage pointing at you. Your commander (\u201cmanager\u201d) is not going to coach you through the situation, is he?<\/p>\n\n\n\n
There are also other equivalent (but less extreme) situations at work when time is of essence and all that the coachee needs is information or simple direction (like for example, how to balance staff loading in a project schedule).<\/p>\n\n\n\n
So, my interpretation of theory is that there is better pay-off of coaching in some situations than others. However, there are many, many work situations wherein the quality of work<\/b> or results<\/b> is very important, the learning<\/b> for the coachee very important and it is not an emergency<\/b>. Coaching is very relevant in those cases.<\/p>\n\n\n\n
Circle #2: Are people always receptive to coaching?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The next circle of influence is relating to how receptive people are to coaching even if their work situation was amenable for it.<\/p>\n\n\n\n
Are they motivated enough to become more aware<\/b> and take responsibility<\/b> by themselves and not just because their employer has enrolled them in a training & coaching program?<\/p>\n\n\n\n
Maslow\u2019s theory is that motivation is linked to the stage an individual is at in a hierarchy of needs (see diagram below from Whitmore\u2019s Coaching for Performance). Note that Whitmore has split Maslow\u2019s Esteem stage into two \u2013 Esteem from others and Self-esteem.<\/p>\n\n\n\n
At the stage of Esteem from others, one is looking \u201cexternal\u201d recognition and prestige as motivators. At the stage of Self-esteem, external motivators tend to become less important. More important is the need to make a difference and being empowered to do so enhancing self-esteem. This self-esteem stage is where coaching makes the biggest impact for personal growth.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
Source: Coaching for Performance by John Whitmore<\/i><\/p>\n\n\n\n
There are a few more \u201ccircles\u201d to cover which we will in Part II of the article.<\/p>\n\n\n\n
Till then...<\/p>\n","post_title":"Journey of a coach - theory & practice (Part I)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-i","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:34","post_modified_gmt":"2024-01-29 10:55:34","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1521,"post_author":"26","post_date":"2014-10-30 10:57:02","post_date_gmt":"2014-10-30 05:27:02","post_content":"\n
$\"Network_whenhow2\"$ <\/a><\/figure>\n\n\n\n
One is never without a network and if you are reading this - it may be more to know how to grow it and\/or to overcome obstacles, often due to one's level comfort with so called \"networking\".<\/p>\n\n\n\n
If you look at how you:<\/p>\n\n\n\n
\n
got the opportunity to work in your current position<\/li>\n\n\n\n
got into your college\/school<\/li>\n\n\n\n
got your house on rent or bought your apartment<\/li>\n<\/ul>\n\n\n\n
you will see that a network - formal, informal or virtual (internet based) was at play.<\/p>\n\n\n\n
I will focus on growing your professional network and a few simple steps for it and not delve into specifics of social media, as all of you would be familiar with it.<\/p>\n\n\n\n
First, start with your existing network - which will be your current and past colleagues, your college and school alumni, friends and family. See that you stay in touch with them, by meeting them up or electronically, if you are not in touch start right away. Sending greetings for important occasions, festivals and events is a good way to start. Make it a point to call a few of them over the commute\/ weekends and work on the complete list slowly and steadily, start at top the list again once you complete it.<\/p>\n\n\n\n
What if you need to ask for a reference or a favor from a person with whom you are not in regular touch. The best way to is to be honest, there is no point in coming up with a phony reason to get in touch with them and ask for what you want. Your honesty will be appreciated, after that do thank them and make an effort to stay in touch with them. See that your nurture this set of contacts where you have already made a start.<\/p>\n\n\n\n
Once, when I was looking out for a job using my network, I made it a point to call and thank all those who forwarded my resume to their contacts and I sent a book as a gift to thank all those contacts whose help took me to the interview stage. I did it without any motive and what amazed me was the warmth from these contacts in all my future interactions.<\/p>\n\n\n\n
Second area to focus on are the professional events - there will be events where your technical or managerial domain will be the focus. You may be sponsored\/encouraged by your organizations to attend them, do not let is pass citing an excuse of being busy. Do make time to attend a few of them. If you find that you do not have this opportunity then see that you find such events and enroll yourself.<\/p>\n\n\n\n
In my experience these events certainly help you make a few contacts, you will always find a few persons whom you will find interesting and knowledgeable and connect effortlessly. The key is to nurture this - see that you follow-up with a mail and\/or a call.<\/p>\n\n\n\n
If you are the type who feels inhibited to make an opening, then do not worry. I was advised by one of my mentors to just listen and not worry about talking and enjoy being there. If you listen and observe intently you will find yourself talking soon. Your focus on the interactions and not on your perceived ability, does the trick. Try it a couple of times and see for yourself.<\/p>\n\n\n\n
Lastly, for anything to succeed one has to have the desire, then comes the effort and discipline for achieving it. A small progress or a step with positive result, is the best encouragement for you to strive towards your goals. Do ponder on your actions and results to stay focused on continuing to do this.<\/p>\n\n\n\n
One related question I hear from many of my coachees is \"visibility\" within the organization. More on that in a later post.<\/p>\n","post_title":"Networking - when and how to begin?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"networking-when-and-how-to-begin","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:58","post_modified_gmt":"2024-01-29 14:50:58","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1521","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1517,"post_author":"30","post_date":"2014-10-29 09:30:26","post_date_gmt":"2014-10-29 04:00:26","post_content":"\n
$\"sell-it\"$ <\/a><\/figure>\n\n\n\n
As a child, I used to come up with various ideas for almost anything, and ask for Rs. 1000\/- per idea. Being a child, nobody would want to pay money, that too a thousand Rupees \u2013 but, I would get something else as an appreciation for my efforts. A toffee, a cone ice cream etc.<\/p>\n\n\n\n
Further on, when I used to be active in small groups, selling was more of ideas and to get the team to converge on something, that the group can take as an action.<\/p>\n\n\n\n
As a team leader, I needed to sell the vision of the project to the team, to get everybody\u2019s buy in.<\/p>\n\n\n\n
More recently, I have been in contact with many aspiring and active entrepreneurs. Selling is something that they do with every breath.<\/p>\n\n\n\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 10 of 12 Previous 1 … 9 10 11 12 Next

\n
At times guidelines are adhered to, planning sessions is time-boxed, they assume that all planning needs to happen in one sitting. Here is where, as a coach, one has to make them see the \"why\" behind a particular step, \"what\" outcome is desired? The outcome of having a proper Sprint Plan is more important than accomplishing it a single time-boxed session.<\/p>\n\n\n\n
As they complete this they realize that in past sprints, they grappled with these issues, towards the end of the sprint. Now they have ample time to cope with it \u2013 the benefit of Scrum uncovering problems earlier is leveraged.<\/p>\n\n\n\n
There is reluctance to do task effort estimates. In the traditional planning task estimates are done for entire project even with some requirements not being clear. This would have resulted in lot of waste, this coupled with notion that agile means no planning is the major cause of the reluctance. As a coach, one needs to highlight that there is better clarity on requirements and it is being done for just a sprint, so there is no waste. The reluctance is also due to lack of understanding of the difference between story point, size and effort estimates, this needs to be addressed.<\/p>\n\n\n\n
At this juncture the team is ready to make and take on the commitment with higher confidence. You can see the related blog on retrospectives.<\/p>\n","post_title":"Initial coaching interventions for Sprint Planning","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"initial-coaching-interventions-for-sprint-planning","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:24","post_modified_gmt":"2024-01-29 14:50:24","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3339","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1519,"post_author":"33","post_date":"2014-11-09 12:15:54","post_date_gmt":"2014-11-09 06:45:54","post_content":"\n
$\"\"\/$ <\/figure>\n\n\n\n
  <\/p>\n\n\n\n
Leaders have only two jobs:<\/p>\n\n\n\n
1) Getting work done<\/p>\n\n\n\n
2) Growing the people<\/p>\n\n\n\n
Coaching as a leadership\/management style achieves both.<\/p>\n\n\n\n
With Command & Control approach, managers may get the work done in the short term, by force. But that might have negative impacts on the team in terms of :<\/p>\n\n\n\n
- Lack of ownership<\/p>\n\n\n\n
- Low motivation<\/p>\n\n\n\n
- Poor quality output<\/p>\n\n\n\n
- Low productivity<\/p>\n\n\n\n
- Missed schedules etc.<\/p>\n\n\n\n
Command & Control might also impact development of team members negatively. Teams might wait for manager to give instruction. They might hesitate to take initiative as it might get overruled by the manager. They might stop thinking new & innovative ideas as the manager will always tell them what to do.<\/p>\n\n\n\n
On the other hand, with Coaching as the leadership style, managers will empower the team members to come out with new ideas, solutions and encourage them to implement them. They will help the team members to discover their strengths by asking questions & challenging them. This builds motivation and ownership in the team members.<\/p>\n\n\n\n
Having said that, there are situations where Managers need to use command & control approaches. For example, in a fire fighting situation where extremely quick response in needed. There will be a need for different approaches for different team members \u2013 someone may need more directive input & constant oversight and someone may need a lot of freedom.<\/p>\n\n\n\n
A good leader is one who has high self awareness, self-regulation, self-motivation and empathy through which he\/she can sense and respond differently, in a conscious way, to different situations & different people.<\/p>\n\n\n\n
However, to be a good Leader, coaching way of management style should be the most natural approach and command & control should be the exception.<\/p>\n","post_title":"Coaching vs Command & Control style of Management","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"coaching-vs-command-control-style-of-management","to_ping":"","pinged":"","post_modified":"2024-01-29 15:34:20","post_modified_gmt":"2024-01-29 15:34:20","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1519","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1456,"post_author":"31","post_date":"2014-11-09 12:15:37","post_date_gmt":"2014-11-09 06:45:37","post_content":"\n
In an earlier article \u201cJourney of a coach \u2013 theory & practice (Part I)<\/a>, we introduced the \u201ccircles of influence\u201d which form the context (see diagram below) for coaching process.<\/p>\n\n\n\n
$\"image\"$ <\/a> The circles in the diagram above have a significant bearing on coaching effectiveness and need to be addressed by the coach using the theory of coaching (such as Whitmore\u2019s book on \u201cCoaching for Performance\u201d). In the case of some circles, the theory may \u201cend\u201d at some point and the coach will have \u201cinterpret\u201d and \u201cextend\u201d it for the specific coachee situation at hand.<\/p>\n\n\n\n
We covered the following in Part I of this article:<\/p>\n\n\n\n
\u00b7 Circle #1: Are all situations \u201ccoaching situations\u201d?<\/p>\n\n\n\n
\u00b7 Circle #2: Are people always receptive to coaching?<\/p>\n\n\n\n
In this Part II, we will cover the two remaining circles.<\/p>\n\n\n\n
Circle #3: Are coaches sometimes helpless?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
Circle #3 above regarding \u201cbeliefs, perceptions and personal circumstances\u201d can actually be quite a hard shell hindering coaching progress. But it is often an invisible hard shell because people will share only so much of their innermost beliefs and personal circumstances even though they are impacting their work performance. Coaches make chance discoveries of this shell in the Reality check part (that is, the current state of affairs that needs to improve to meet the Goal) of the Goal-Reality-Options-Will (GROW) model of Whitmore. Here are examples:<\/p>\n\n\n\n
\u00b7 A coachee once candidly admitted that he was himself the reason for his declining performance at work. The reason was that his family was going through his sister\u2019s painful divorce in the US and her life coming back to India. He just could not go about work as usual<\/p>\n\n\n\n
\u00b7 A second coachee had a lot of issues with his manager. He felt that the manager\u2019s lack of domain knowledge resulted in his not realizing & recognizing the value of the coachee\u2019s work. In addition, the coachee seemed to indicate that lack of recognition of his work had to do with his belonging to a minority religious community in India<\/p>\n\n\n\n
\u00b7 Yet another coachee told my colleague (also a Performance Coach) that her problems arose because her boss was an inveterate woman-hater<\/p>\n\n\n\n
These are situations of tight-rope walking for a performance coach! In situations of personal crisis, the coach may only help by sympathetic and patient listening. This may help the coachee more than one would think \u2013 just getting the problem \u201coff his chest\u201d often helps and relieves stress. Being less stressed, he may be able to come to grips with his personal predicament and deal with it better. However, coachee\u2019s entrenched beliefs on, say, religion and gender can be very challenging for the coach to deal with. Some deep-rooted beliefs may indicate pathology needing help from a trained therapist \u2013 far beyond the scope of performance coaching and the ability of the coach.<\/p>\n\n\n\n
Circle #4: Is the coachee\u2019s work environment conducive?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The last circle of influence is the coachee\u2019s work. Sometimes, people have told me that they are \u201cstuck\u201d in positions \u2013 say, \u201croutine\u201d software bug fixing and maintenance where there is really no scope for \u201clearning, enjoyment and fulfillment\u201d (you may like to read My Team is not motivated!!!<\/a> by my colleague Prasanna Moses on this). Most of us would agree that there is far less drudgery at work in today\u2019s knowledge-centric world than even just 30 years ago. We would also agree that there is no such thing as 100% \u201csexy\u201d work (unless of course, you are doing breakthrough work of your calling \u2013 say, in quantum computing). So, when coachees complain about their current work\/role and the lack of sexiness thereof, I ask them questions about what makes it boring, what they can do about it and so on \u2013 hopefully making them better aware of interesting possibilities in what they were doing. In some cases, people have hinted to me that they are considering quitting their \u201cboring\u201d job and looking for a reaction. Under such circumstances, to be fair to the coachee and to the coachee\u2019s employer (who is paying my fees!), I would say the best option is to ask the coachee questions exploring his rationale for leaving (without being judgmental on whether it is right or wrong) \u2013 like what does he think leaving the job will achieve, how will it get him closer to his goals, how is he sure that the same problems would not repeat themselves in the new organization and so on. The ultimate decision should be the coachee\u2019s based on introspection triggered by your questions. He may still choose to quit \u2013 but that is another matter! As far as you are concerned as a coach, you have played it fair & square. It is not unthinkable that you as the coach may actually agree with his rationale for seeking another job!<\/p>\n\n\n\n
A related aspect is also the organizational environment in which the coachee works \u2013 over & above his immediate work\/role discussed above. In sports coaching, the strong individual motivation is a given and the coachee has a great deal of control over what he can and cannot do to enhance his performance. The circumstances for software project managers are different. Their GROW model is in the context of an organization with its culture, policies, processes and so on. As a coach, I have encountered some real challenges here \u2013 the Project Manager may be aspiring to do something of value in his project but his line management and work environment may not be supportive. Some organizational policies can be insensitive to people and even draconian. In one software development organization, if project team members logged in less than 40 hours per week of approved work, there would be automatic cuts in their pay while the significant additional work needed at other times went scarcely noticed! How can one be expected to learn and enjoy their work in such an environment? In such cases, we do bring it up with the line management for addressing them and offer our help as well. To be honest, it worked sometimes and it did not in as many cases.<\/p>\n\n\n\n
In summary, as a practicing coach, you are bound to run into situations like the ones above which make you stop and ponder as to what extent theory can lead practice! You may need to introspect and think of newer ways of extending \u201ctheory\u201d or just use good old common sense and move on! At PM Power, we have the coaches\u2019 conclave where these situations are discussed to see how best to help the coachee considering all the circles of influence. It has significantly helped our coaches in specific situations and in honing their coaching skills in general.<\/p>\n\n\n\n
We invite you to share your coaching experiences (as a coach or a coachee) and we would be happy to share our perspectives which may be of help. You may reach us at info@pm-powerconsulting.com.<\/p>\n","post_title":"Journey of a coach - theory & practice (Part II)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-ii","to_ping":"","pinged":"","post_modified":"2024-01-29 10:54:32","post_modified_gmt":"2024-01-29 10:54:32","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1456","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1514,"post_author":"31","post_date":"2014-11-02 12:24:22","post_date_gmt":"2014-11-02 06:54:22","post_content":"\n
A speaker finishes a great speech \u2013 at least, HE thinks it is great! He then asks, \u201cAny questions?\u201d What does he expect? If I were him, I would expect the audience to demonstrate a level of understanding of what the speech was all about and ask meaningful questions - clarifying the ground covered and even extending from there.<\/p>\n\n\n\n
These are situations where one actually wants to be questioned to get a sense a satisfaction that the effort (the speech, in this case) has been worthwhile. But there are other situations where being questioned has a very negative connotation. It implies questioning the ability of the person being questioned or the work that he has done.<\/p>\n\n\n\n
The important thing is that the intent of questioning should be to seek understanding rather than putting down someone. Hence, even the tone of questioning is very important. Consider the difference between, \u201cWhy did you do THAT?\u201d and \u201cWhat are your reasons for doing THAT?\u201d<\/p>\n\n\n\n
The tone of the former question is judgmental while the same question asked differently demonstrates an openness and a neutral tone. The tone is important because it can either put people off & make them defensive or it can make them relaxed and explain their rationale for an idea or a course of action.<\/p>\n\n\n\n
From the above, it follows that there is a big difference between \u201cquestioning\u201d and \u201casking questions\u201d.<\/p>\n\n\n\n
$\"image\"$ <\/figure>\n\n\n\n
In the work context, a manager who adopts an approach of \u201casking questions\u201d enables an environment where his reportees apply their mind to the situation at hand and exercise their best judgment on the right course of action.<\/p>\n\n\n\n
The manager can use questions to expand the reportee\u2019s thinking and make him aware of aspects he may not have thought of (instead of just instructing him what to do).<\/p>\n\n\n\n
Hence asking questions contributes to the reportee\u2019s overall development and ability to deal with situations with minimal oversight. Equally important, it enables greater responsibility on the part of the reportee so that the implementation aspects of his suggestions are fully owned by him.<\/p>\n\n\n\n
Through this, the manager\u2019s time is also freed up from routine oversight functions to take up important but not urgent tasks.<\/p>\n\n\n\n
In a highly dynamic world, the approach of \u201casking questions\u201d is not just \u201ca nice to have\u201d but an imperative to empower people and ensure that the organization as a whole responds fast to changes in the environment.<\/p>\n\n\n\n
\u201cAsking questions\u201d is an essential part of the tool set of a coach who may be the line manager himself. You consciously adopt the approach for improving the \u201cawareness\u201d of the coachee and therefore, open his mind to his perceptions & other possibilities and take \u201cresponsibility\u201d for the options for actions that he chooses.<\/p>\n\n\n\n
Finally, adopting the approach of \u201casking questions\u201d needs a complementing skill which is ACTIVE listening. A coach cannot sustain a session of asking questions without actually listening well, understanding and re-phrasing of what the coachee says.<\/p>\n\n\n\n
As with most things in life, practice makes perfect \u2013 it takes time and experience to hone the approach of asking questions and the skill of active listening. But they can indeed be developed for individual and organizational benefit. The time to start is NOW!<\/p>\n","post_title":"Questioning and Asking Questions - what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"questioning-and-asking-questions-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:02","post_modified_gmt":"2024-01-29 10:55:02","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1514","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1448,"post_author":"31","post_date":"2014-11-02 06:59:09","post_date_gmt":"2014-11-02 01:29:09","post_content":"\n
This article is part of the series on \u201cJourney of a coach\u201d covering my experiences as a performance coach. You may have the read an earlier article in the series on \u201cJourney of a coach \u2013 the beginning\u201d<\/a>. The journey continues here...<\/p>\n\n\n\n
Yogi Berra, New York Yankees baseball player (arguably the best catcher of all time) said, \u201cIn theory, there is no difference between theory & practice. But in practice, there is!\u201d So, this article is about the theory & practice of coaching for performance \u2013 not baseball players but people managing software projects.<\/p>\n\n\n\n
In my context, the \u201ctheory\u201d was mostly \u201cCoaching for Performance\u201d by John Whitmore (by the way, there is another article of mine on Whitmore<\/a> if you are interested). The \u201cpractice\u201d was, of course, my actual experiences over the years.<\/p>\n\n\n\n
A caveat \u2013 I am not here to debunk theory and hail practice - as a cardiac surgeon might! I have a great deal of respect for Whitmore\u2019s book on Coaching for Performance. The book provided a solid reference and a practical guide for my work as a coach all these years.<\/p>\n\n\n\n
However, I do have my own \u201cinterpretations\u201d and \u201cextensions\u201d of the theory in actual practice which I wish to share. I will use the diagram below which shows the context for coaching.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
You can see the \u201ccircles of influence\u201d around the coachee which would have a bearing on coaching and its effectiveness. We will cover each of these circles with examples. Note that the coach\u2019s experience, beliefs and perceptions are also significant in the context in addition to his skills for coaching.<\/p>\n\n\n\n
Circle #1: Are all situations \u201ccoaching situations\u201d?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The first circle of influence is the coaching situation faced by the coachee at work. For example, it could be that he is recently promoted and finds gaining acceptance in his team a challenge.<\/p>\n\n\n\n
The question is whether all such work situations are amenable for coaching - whether you are the manager of the coachee or an external coach. If you follow the \u201ctheory\u201d (that is Whitmore), a coaching style can become the default management style of the entire organization for all occasions.<\/p>\n\n\n\n
In other words, all manager-reportee interactions can naturally follow the coaching style \u2013 the manager following the sequence of helping his reportee to identify the goal he is seeking to achieve, assess the current state of affairs, consider the available options to achieve the goal and making the commitment-making to make it happen.<\/p>\n\n\n\n
That is all very well, but what if you are a commando fighting a guerrilla war in a jungle and see a metal tube from the foliage pointing at you. Your commander (\u201cmanager\u201d) is not going to coach you through the situation, is he?<\/p>\n\n\n\n
There are also other equivalent (but less extreme) situations at work when time is of essence and all that the coachee needs is information or simple direction (like for example, how to balance staff loading in a project schedule).<\/p>\n\n\n\n
So, my interpretation of theory is that there is better pay-off of coaching in some situations than others. However, there are many, many work situations wherein the quality of work<\/b> or results<\/b> is very important, the learning<\/b> for the coachee very important and it is not an emergency<\/b>. Coaching is very relevant in those cases.<\/p>\n\n\n\n
Circle #2: Are people always receptive to coaching?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The next circle of influence is relating to how receptive people are to coaching even if their work situation was amenable for it.<\/p>\n\n\n\n
Are they motivated enough to become more aware<\/b> and take responsibility<\/b> by themselves and not just because their employer has enrolled them in a training & coaching program?<\/p>\n\n\n\n
Maslow\u2019s theory is that motivation is linked to the stage an individual is at in a hierarchy of needs (see diagram below from Whitmore\u2019s Coaching for Performance). Note that Whitmore has split Maslow\u2019s Esteem stage into two \u2013 Esteem from others and Self-esteem.<\/p>\n\n\n\n
At the stage of Esteem from others, one is looking \u201cexternal\u201d recognition and prestige as motivators. At the stage of Self-esteem, external motivators tend to become less important. More important is the need to make a difference and being empowered to do so enhancing self-esteem. This self-esteem stage is where coaching makes the biggest impact for personal growth.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
Source: Coaching for Performance by John Whitmore<\/i><\/p>\n\n\n\n
There are a few more \u201ccircles\u201d to cover which we will in Part II of the article.<\/p>\n\n\n\n
Till then...<\/p>\n","post_title":"Journey of a coach - theory & practice (Part I)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-i","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:34","post_modified_gmt":"2024-01-29 10:55:34","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1521,"post_author":"26","post_date":"2014-10-30 10:57:02","post_date_gmt":"2014-10-30 05:27:02","post_content":"\n
$\"Network_whenhow2\"$ <\/a><\/figure>\n\n\n\n
One is never without a network and if you are reading this - it may be more to know how to grow it and\/or to overcome obstacles, often due to one's level comfort with so called \"networking\".<\/p>\n\n\n\n
If you look at how you:<\/p>\n\n\n\n
\n
got the opportunity to work in your current position<\/li>\n\n\n\n
got into your college\/school<\/li>\n\n\n\n
got your house on rent or bought your apartment<\/li>\n<\/ul>\n\n\n\n
you will see that a network - formal, informal or virtual (internet based) was at play.<\/p>\n\n\n\n
I will focus on growing your professional network and a few simple steps for it and not delve into specifics of social media, as all of you would be familiar with it.<\/p>\n\n\n\n
First, start with your existing network - which will be your current and past colleagues, your college and school alumni, friends and family. See that you stay in touch with them, by meeting them up or electronically, if you are not in touch start right away. Sending greetings for important occasions, festivals and events is a good way to start. Make it a point to call a few of them over the commute\/ weekends and work on the complete list slowly and steadily, start at top the list again once you complete it.<\/p>\n\n\n\n
What if you need to ask for a reference or a favor from a person with whom you are not in regular touch. The best way to is to be honest, there is no point in coming up with a phony reason to get in touch with them and ask for what you want. Your honesty will be appreciated, after that do thank them and make an effort to stay in touch with them. See that your nurture this set of contacts where you have already made a start.<\/p>\n\n\n\n
Once, when I was looking out for a job using my network, I made it a point to call and thank all those who forwarded my resume to their contacts and I sent a book as a gift to thank all those contacts whose help took me to the interview stage. I did it without any motive and what amazed me was the warmth from these contacts in all my future interactions.<\/p>\n\n\n\n
Second area to focus on are the professional events - there will be events where your technical or managerial domain will be the focus. You may be sponsored\/encouraged by your organizations to attend them, do not let is pass citing an excuse of being busy. Do make time to attend a few of them. If you find that you do not have this opportunity then see that you find such events and enroll yourself.<\/p>\n\n\n\n
In my experience these events certainly help you make a few contacts, you will always find a few persons whom you will find interesting and knowledgeable and connect effortlessly. The key is to nurture this - see that you follow-up with a mail and\/or a call.<\/p>\n\n\n\n
If you are the type who feels inhibited to make an opening, then do not worry. I was advised by one of my mentors to just listen and not worry about talking and enjoy being there. If you listen and observe intently you will find yourself talking soon. Your focus on the interactions and not on your perceived ability, does the trick. Try it a couple of times and see for yourself.<\/p>\n\n\n\n
Lastly, for anything to succeed one has to have the desire, then comes the effort and discipline for achieving it. A small progress or a step with positive result, is the best encouragement for you to strive towards your goals. Do ponder on your actions and results to stay focused on continuing to do this.<\/p>\n\n\n\n
One related question I hear from many of my coachees is \"visibility\" within the organization. More on that in a later post.<\/p>\n","post_title":"Networking - when and how to begin?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"networking-when-and-how-to-begin","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:58","post_modified_gmt":"2024-01-29 14:50:58","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1521","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1517,"post_author":"30","post_date":"2014-10-29 09:30:26","post_date_gmt":"2014-10-29 04:00:26","post_content":"\n
$\"sell-it\"$ <\/a><\/figure>\n\n\n\n
As a child, I used to come up with various ideas for almost anything, and ask for Rs. 1000\/- per idea. Being a child, nobody would want to pay money, that too a thousand Rupees \u2013 but, I would get something else as an appreciation for my efforts. A toffee, a cone ice cream etc.<\/p>\n\n\n\n
Further on, when I used to be active in small groups, selling was more of ideas and to get the team to converge on something, that the group can take as an action.<\/p>\n\n\n\n
As a team leader, I needed to sell the vision of the project to the team, to get everybody\u2019s buy in.<\/p>\n\n\n\n
More recently, I have been in contact with many aspiring and active entrepreneurs. Selling is something that they do with every breath.<\/p>\n\n\n\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 10 of 12 Previous 1 … 9 10 11 12 Next

\n
$\"Sprint_Plan_2\"$ <\/figure>\n\n\n\n
At times guidelines are adhered to, planning sessions is time-boxed, they assume that all planning needs to happen in one sitting. Here is where, as a coach, one has to make them see the \"why\" behind a particular step, \"what\" outcome is desired? The outcome of having a proper Sprint Plan is more important than accomplishing it a single time-boxed session.<\/p>\n\n\n\n
As they complete this they realize that in past sprints, they grappled with these issues, towards the end of the sprint. Now they have ample time to cope with it \u2013 the benefit of Scrum uncovering problems earlier is leveraged.<\/p>\n\n\n\n
There is reluctance to do task effort estimates. In the traditional planning task estimates are done for entire project even with some requirements not being clear. This would have resulted in lot of waste, this coupled with notion that agile means no planning is the major cause of the reluctance. As a coach, one needs to highlight that there is better clarity on requirements and it is being done for just a sprint, so there is no waste. The reluctance is also due to lack of understanding of the difference between story point, size and effort estimates, this needs to be addressed.<\/p>\n\n\n\n
At this juncture the team is ready to make and take on the commitment with higher confidence. You can see the related blog on retrospectives.<\/p>\n","post_title":"Initial coaching interventions for Sprint Planning","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"initial-coaching-interventions-for-sprint-planning","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:24","post_modified_gmt":"2024-01-29 14:50:24","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3339","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1519,"post_author":"33","post_date":"2014-11-09 12:15:54","post_date_gmt":"2014-11-09 06:45:54","post_content":"\n
$\"\"\/$ <\/figure>\n\n\n\n
  <\/p>\n\n\n\n
Leaders have only two jobs:<\/p>\n\n\n\n
1) Getting work done<\/p>\n\n\n\n
2) Growing the people<\/p>\n\n\n\n
Coaching as a leadership\/management style achieves both.<\/p>\n\n\n\n
With Command & Control approach, managers may get the work done in the short term, by force. But that might have negative impacts on the team in terms of :<\/p>\n\n\n\n
- Lack of ownership<\/p>\n\n\n\n
- Low motivation<\/p>\n\n\n\n
- Poor quality output<\/p>\n\n\n\n
- Low productivity<\/p>\n\n\n\n
- Missed schedules etc.<\/p>\n\n\n\n
Command & Control might also impact development of team members negatively. Teams might wait for manager to give instruction. They might hesitate to take initiative as it might get overruled by the manager. They might stop thinking new & innovative ideas as the manager will always tell them what to do.<\/p>\n\n\n\n
On the other hand, with Coaching as the leadership style, managers will empower the team members to come out with new ideas, solutions and encourage them to implement them. They will help the team members to discover their strengths by asking questions & challenging them. This builds motivation and ownership in the team members.<\/p>\n\n\n\n
Having said that, there are situations where Managers need to use command & control approaches. For example, in a fire fighting situation where extremely quick response in needed. There will be a need for different approaches for different team members \u2013 someone may need more directive input & constant oversight and someone may need a lot of freedom.<\/p>\n\n\n\n
A good leader is one who has high self awareness, self-regulation, self-motivation and empathy through which he\/she can sense and respond differently, in a conscious way, to different situations & different people.<\/p>\n\n\n\n
However, to be a good Leader, coaching way of management style should be the most natural approach and command & control should be the exception.<\/p>\n","post_title":"Coaching vs Command & Control style of Management","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"coaching-vs-command-control-style-of-management","to_ping":"","pinged":"","post_modified":"2024-01-29 15:34:20","post_modified_gmt":"2024-01-29 15:34:20","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1519","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1456,"post_author":"31","post_date":"2014-11-09 12:15:37","post_date_gmt":"2014-11-09 06:45:37","post_content":"\n
In an earlier article \u201cJourney of a coach \u2013 theory & practice (Part I)<\/a>, we introduced the \u201ccircles of influence\u201d which form the context (see diagram below) for coaching process.<\/p>\n\n\n\n
$\"image\"$ <\/a> The circles in the diagram above have a significant bearing on coaching effectiveness and need to be addressed by the coach using the theory of coaching (such as Whitmore\u2019s book on \u201cCoaching for Performance\u201d). In the case of some circles, the theory may \u201cend\u201d at some point and the coach will have \u201cinterpret\u201d and \u201cextend\u201d it for the specific coachee situation at hand.<\/p>\n\n\n\n
We covered the following in Part I of this article:<\/p>\n\n\n\n
\u00b7 Circle #1: Are all situations \u201ccoaching situations\u201d?<\/p>\n\n\n\n
\u00b7 Circle #2: Are people always receptive to coaching?<\/p>\n\n\n\n
In this Part II, we will cover the two remaining circles.<\/p>\n\n\n\n
Circle #3: Are coaches sometimes helpless?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
Circle #3 above regarding \u201cbeliefs, perceptions and personal circumstances\u201d can actually be quite a hard shell hindering coaching progress. But it is often an invisible hard shell because people will share only so much of their innermost beliefs and personal circumstances even though they are impacting their work performance. Coaches make chance discoveries of this shell in the Reality check part (that is, the current state of affairs that needs to improve to meet the Goal) of the Goal-Reality-Options-Will (GROW) model of Whitmore. Here are examples:<\/p>\n\n\n\n
\u00b7 A coachee once candidly admitted that he was himself the reason for his declining performance at work. The reason was that his family was going through his sister\u2019s painful divorce in the US and her life coming back to India. He just could not go about work as usual<\/p>\n\n\n\n
\u00b7 A second coachee had a lot of issues with his manager. He felt that the manager\u2019s lack of domain knowledge resulted in his not realizing & recognizing the value of the coachee\u2019s work. In addition, the coachee seemed to indicate that lack of recognition of his work had to do with his belonging to a minority religious community in India<\/p>\n\n\n\n
\u00b7 Yet another coachee told my colleague (also a Performance Coach) that her problems arose because her boss was an inveterate woman-hater<\/p>\n\n\n\n
These are situations of tight-rope walking for a performance coach! In situations of personal crisis, the coach may only help by sympathetic and patient listening. This may help the coachee more than one would think \u2013 just getting the problem \u201coff his chest\u201d often helps and relieves stress. Being less stressed, he may be able to come to grips with his personal predicament and deal with it better. However, coachee\u2019s entrenched beliefs on, say, religion and gender can be very challenging for the coach to deal with. Some deep-rooted beliefs may indicate pathology needing help from a trained therapist \u2013 far beyond the scope of performance coaching and the ability of the coach.<\/p>\n\n\n\n
Circle #4: Is the coachee\u2019s work environment conducive?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The last circle of influence is the coachee\u2019s work. Sometimes, people have told me that they are \u201cstuck\u201d in positions \u2013 say, \u201croutine\u201d software bug fixing and maintenance where there is really no scope for \u201clearning, enjoyment and fulfillment\u201d (you may like to read My Team is not motivated!!!<\/a> by my colleague Prasanna Moses on this). Most of us would agree that there is far less drudgery at work in today\u2019s knowledge-centric world than even just 30 years ago. We would also agree that there is no such thing as 100% \u201csexy\u201d work (unless of course, you are doing breakthrough work of your calling \u2013 say, in quantum computing). So, when coachees complain about their current work\/role and the lack of sexiness thereof, I ask them questions about what makes it boring, what they can do about it and so on \u2013 hopefully making them better aware of interesting possibilities in what they were doing. In some cases, people have hinted to me that they are considering quitting their \u201cboring\u201d job and looking for a reaction. Under such circumstances, to be fair to the coachee and to the coachee\u2019s employer (who is paying my fees!), I would say the best option is to ask the coachee questions exploring his rationale for leaving (without being judgmental on whether it is right or wrong) \u2013 like what does he think leaving the job will achieve, how will it get him closer to his goals, how is he sure that the same problems would not repeat themselves in the new organization and so on. The ultimate decision should be the coachee\u2019s based on introspection triggered by your questions. He may still choose to quit \u2013 but that is another matter! As far as you are concerned as a coach, you have played it fair & square. It is not unthinkable that you as the coach may actually agree with his rationale for seeking another job!<\/p>\n\n\n\n
A related aspect is also the organizational environment in which the coachee works \u2013 over & above his immediate work\/role discussed above. In sports coaching, the strong individual motivation is a given and the coachee has a great deal of control over what he can and cannot do to enhance his performance. The circumstances for software project managers are different. Their GROW model is in the context of an organization with its culture, policies, processes and so on. As a coach, I have encountered some real challenges here \u2013 the Project Manager may be aspiring to do something of value in his project but his line management and work environment may not be supportive. Some organizational policies can be insensitive to people and even draconian. In one software development organization, if project team members logged in less than 40 hours per week of approved work, there would be automatic cuts in their pay while the significant additional work needed at other times went scarcely noticed! How can one be expected to learn and enjoy their work in such an environment? In such cases, we do bring it up with the line management for addressing them and offer our help as well. To be honest, it worked sometimes and it did not in as many cases.<\/p>\n\n\n\n
In summary, as a practicing coach, you are bound to run into situations like the ones above which make you stop and ponder as to what extent theory can lead practice! You may need to introspect and think of newer ways of extending \u201ctheory\u201d or just use good old common sense and move on! At PM Power, we have the coaches\u2019 conclave where these situations are discussed to see how best to help the coachee considering all the circles of influence. It has significantly helped our coaches in specific situations and in honing their coaching skills in general.<\/p>\n\n\n\n
We invite you to share your coaching experiences (as a coach or a coachee) and we would be happy to share our perspectives which may be of help. You may reach us at info@pm-powerconsulting.com.<\/p>\n","post_title":"Journey of a coach - theory & practice (Part II)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-ii","to_ping":"","pinged":"","post_modified":"2024-01-29 10:54:32","post_modified_gmt":"2024-01-29 10:54:32","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1456","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1514,"post_author":"31","post_date":"2014-11-02 12:24:22","post_date_gmt":"2014-11-02 06:54:22","post_content":"\n
A speaker finishes a great speech \u2013 at least, HE thinks it is great! He then asks, \u201cAny questions?\u201d What does he expect? If I were him, I would expect the audience to demonstrate a level of understanding of what the speech was all about and ask meaningful questions - clarifying the ground covered and even extending from there.<\/p>\n\n\n\n
These are situations where one actually wants to be questioned to get a sense a satisfaction that the effort (the speech, in this case) has been worthwhile. But there are other situations where being questioned has a very negative connotation. It implies questioning the ability of the person being questioned or the work that he has done.<\/p>\n\n\n\n
The important thing is that the intent of questioning should be to seek understanding rather than putting down someone. Hence, even the tone of questioning is very important. Consider the difference between, \u201cWhy did you do THAT?\u201d and \u201cWhat are your reasons for doing THAT?\u201d<\/p>\n\n\n\n
The tone of the former question is judgmental while the same question asked differently demonstrates an openness and a neutral tone. The tone is important because it can either put people off & make them defensive or it can make them relaxed and explain their rationale for an idea or a course of action.<\/p>\n\n\n\n
From the above, it follows that there is a big difference between \u201cquestioning\u201d and \u201casking questions\u201d.<\/p>\n\n\n\n
$\"image\"$ <\/figure>\n\n\n\n
In the work context, a manager who adopts an approach of \u201casking questions\u201d enables an environment where his reportees apply their mind to the situation at hand and exercise their best judgment on the right course of action.<\/p>\n\n\n\n
The manager can use questions to expand the reportee\u2019s thinking and make him aware of aspects he may not have thought of (instead of just instructing him what to do).<\/p>\n\n\n\n
Hence asking questions contributes to the reportee\u2019s overall development and ability to deal with situations with minimal oversight. Equally important, it enables greater responsibility on the part of the reportee so that the implementation aspects of his suggestions are fully owned by him.<\/p>\n\n\n\n
Through this, the manager\u2019s time is also freed up from routine oversight functions to take up important but not urgent tasks.<\/p>\n\n\n\n
In a highly dynamic world, the approach of \u201casking questions\u201d is not just \u201ca nice to have\u201d but an imperative to empower people and ensure that the organization as a whole responds fast to changes in the environment.<\/p>\n\n\n\n
\u201cAsking questions\u201d is an essential part of the tool set of a coach who may be the line manager himself. You consciously adopt the approach for improving the \u201cawareness\u201d of the coachee and therefore, open his mind to his perceptions & other possibilities and take \u201cresponsibility\u201d for the options for actions that he chooses.<\/p>\n\n\n\n
Finally, adopting the approach of \u201casking questions\u201d needs a complementing skill which is ACTIVE listening. A coach cannot sustain a session of asking questions without actually listening well, understanding and re-phrasing of what the coachee says.<\/p>\n\n\n\n
As with most things in life, practice makes perfect \u2013 it takes time and experience to hone the approach of asking questions and the skill of active listening. But they can indeed be developed for individual and organizational benefit. The time to start is NOW!<\/p>\n","post_title":"Questioning and Asking Questions - what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"questioning-and-asking-questions-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:02","post_modified_gmt":"2024-01-29 10:55:02","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1514","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1448,"post_author":"31","post_date":"2014-11-02 06:59:09","post_date_gmt":"2014-11-02 01:29:09","post_content":"\n
This article is part of the series on \u201cJourney of a coach\u201d covering my experiences as a performance coach. You may have the read an earlier article in the series on \u201cJourney of a coach \u2013 the beginning\u201d<\/a>. The journey continues here...<\/p>\n\n\n\n
Yogi Berra, New York Yankees baseball player (arguably the best catcher of all time) said, \u201cIn theory, there is no difference between theory & practice. But in practice, there is!\u201d So, this article is about the theory & practice of coaching for performance \u2013 not baseball players but people managing software projects.<\/p>\n\n\n\n
In my context, the \u201ctheory\u201d was mostly \u201cCoaching for Performance\u201d by John Whitmore (by the way, there is another article of mine on Whitmore<\/a> if you are interested). The \u201cpractice\u201d was, of course, my actual experiences over the years.<\/p>\n\n\n\n
A caveat \u2013 I am not here to debunk theory and hail practice - as a cardiac surgeon might! I have a great deal of respect for Whitmore\u2019s book on Coaching for Performance. The book provided a solid reference and a practical guide for my work as a coach all these years.<\/p>\n\n\n\n
However, I do have my own \u201cinterpretations\u201d and \u201cextensions\u201d of the theory in actual practice which I wish to share. I will use the diagram below which shows the context for coaching.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
You can see the \u201ccircles of influence\u201d around the coachee which would have a bearing on coaching and its effectiveness. We will cover each of these circles with examples. Note that the coach\u2019s experience, beliefs and perceptions are also significant in the context in addition to his skills for coaching.<\/p>\n\n\n\n
Circle #1: Are all situations \u201ccoaching situations\u201d?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The first circle of influence is the coaching situation faced by the coachee at work. For example, it could be that he is recently promoted and finds gaining acceptance in his team a challenge.<\/p>\n\n\n\n
The question is whether all such work situations are amenable for coaching - whether you are the manager of the coachee or an external coach. If you follow the \u201ctheory\u201d (that is Whitmore), a coaching style can become the default management style of the entire organization for all occasions.<\/p>\n\n\n\n
In other words, all manager-reportee interactions can naturally follow the coaching style \u2013 the manager following the sequence of helping his reportee to identify the goal he is seeking to achieve, assess the current state of affairs, consider the available options to achieve the goal and making the commitment-making to make it happen.<\/p>\n\n\n\n
That is all very well, but what if you are a commando fighting a guerrilla war in a jungle and see a metal tube from the foliage pointing at you. Your commander (\u201cmanager\u201d) is not going to coach you through the situation, is he?<\/p>\n\n\n\n
There are also other equivalent (but less extreme) situations at work when time is of essence and all that the coachee needs is information or simple direction (like for example, how to balance staff loading in a project schedule).<\/p>\n\n\n\n
So, my interpretation of theory is that there is better pay-off of coaching in some situations than others. However, there are many, many work situations wherein the quality of work<\/b> or results<\/b> is very important, the learning<\/b> for the coachee very important and it is not an emergency<\/b>. Coaching is very relevant in those cases.<\/p>\n\n\n\n
Circle #2: Are people always receptive to coaching?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The next circle of influence is relating to how receptive people are to coaching even if their work situation was amenable for it.<\/p>\n\n\n\n
Are they motivated enough to become more aware<\/b> and take responsibility<\/b> by themselves and not just because their employer has enrolled them in a training & coaching program?<\/p>\n\n\n\n
Maslow\u2019s theory is that motivation is linked to the stage an individual is at in a hierarchy of needs (see diagram below from Whitmore\u2019s Coaching for Performance). Note that Whitmore has split Maslow\u2019s Esteem stage into two \u2013 Esteem from others and Self-esteem.<\/p>\n\n\n\n
At the stage of Esteem from others, one is looking \u201cexternal\u201d recognition and prestige as motivators. At the stage of Self-esteem, external motivators tend to become less important. More important is the need to make a difference and being empowered to do so enhancing self-esteem. This self-esteem stage is where coaching makes the biggest impact for personal growth.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
Source: Coaching for Performance by John Whitmore<\/i><\/p>\n\n\n\n
There are a few more \u201ccircles\u201d to cover which we will in Part II of the article.<\/p>\n\n\n\n
Till then...<\/p>\n","post_title":"Journey of a coach - theory & practice (Part I)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-i","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:34","post_modified_gmt":"2024-01-29 10:55:34","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1521,"post_author":"26","post_date":"2014-10-30 10:57:02","post_date_gmt":"2014-10-30 05:27:02","post_content":"\n
$\"Network_whenhow2\"$ <\/a><\/figure>\n\n\n\n
One is never without a network and if you are reading this - it may be more to know how to grow it and\/or to overcome obstacles, often due to one's level comfort with so called \"networking\".<\/p>\n\n\n\n
If you look at how you:<\/p>\n\n\n\n
\n
got the opportunity to work in your current position<\/li>\n\n\n\n
got into your college\/school<\/li>\n\n\n\n
got your house on rent or bought your apartment<\/li>\n<\/ul>\n\n\n\n
you will see that a network - formal, informal or virtual (internet based) was at play.<\/p>\n\n\n\n
I will focus on growing your professional network and a few simple steps for it and not delve into specifics of social media, as all of you would be familiar with it.<\/p>\n\n\n\n
First, start with your existing network - which will be your current and past colleagues, your college and school alumni, friends and family. See that you stay in touch with them, by meeting them up or electronically, if you are not in touch start right away. Sending greetings for important occasions, festivals and events is a good way to start. Make it a point to call a few of them over the commute\/ weekends and work on the complete list slowly and steadily, start at top the list again once you complete it.<\/p>\n\n\n\n
What if you need to ask for a reference or a favor from a person with whom you are not in regular touch. The best way to is to be honest, there is no point in coming up with a phony reason to get in touch with them and ask for what you want. Your honesty will be appreciated, after that do thank them and make an effort to stay in touch with them. See that your nurture this set of contacts where you have already made a start.<\/p>\n\n\n\n
Once, when I was looking out for a job using my network, I made it a point to call and thank all those who forwarded my resume to their contacts and I sent a book as a gift to thank all those contacts whose help took me to the interview stage. I did it without any motive and what amazed me was the warmth from these contacts in all my future interactions.<\/p>\n\n\n\n
Second area to focus on are the professional events - there will be events where your technical or managerial domain will be the focus. You may be sponsored\/encouraged by your organizations to attend them, do not let is pass citing an excuse of being busy. Do make time to attend a few of them. If you find that you do not have this opportunity then see that you find such events and enroll yourself.<\/p>\n\n\n\n
In my experience these events certainly help you make a few contacts, you will always find a few persons whom you will find interesting and knowledgeable and connect effortlessly. The key is to nurture this - see that you follow-up with a mail and\/or a call.<\/p>\n\n\n\n
If you are the type who feels inhibited to make an opening, then do not worry. I was advised by one of my mentors to just listen and not worry about talking and enjoy being there. If you listen and observe intently you will find yourself talking soon. Your focus on the interactions and not on your perceived ability, does the trick. Try it a couple of times and see for yourself.<\/p>\n\n\n\n
Lastly, for anything to succeed one has to have the desire, then comes the effort and discipline for achieving it. A small progress or a step with positive result, is the best encouragement for you to strive towards your goals. Do ponder on your actions and results to stay focused on continuing to do this.<\/p>\n\n\n\n
One related question I hear from many of my coachees is \"visibility\" within the organization. More on that in a later post.<\/p>\n","post_title":"Networking - when and how to begin?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"networking-when-and-how-to-begin","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:58","post_modified_gmt":"2024-01-29 14:50:58","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1521","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1517,"post_author":"30","post_date":"2014-10-29 09:30:26","post_date_gmt":"2014-10-29 04:00:26","post_content":"\n
$\"sell-it\"$ <\/a><\/figure>\n\n\n\n
As a child, I used to come up with various ideas for almost anything, and ask for Rs. 1000\/- per idea. Being a child, nobody would want to pay money, that too a thousand Rupees \u2013 but, I would get something else as an appreciation for my efforts. A toffee, a cone ice cream etc.<\/p>\n\n\n\n
Further on, when I used to be active in small groups, selling was more of ideas and to get the team to converge on something, that the group can take as an action.<\/p>\n\n\n\n
As a team leader, I needed to sell the vision of the project to the team, to get everybody\u2019s buy in.<\/p>\n\n\n\n
More recently, I have been in contact with many aspiring and active entrepreneurs. Selling is something that they do with every breath.<\/p>\n\n\n\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

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\n
And it is interesting to see how they work around this:
- make use of team members not fully utilized to accomplish some of the tasks.
- the above at times involves redistributing the work, so that team members volunteering outside their domain, can take up relatively simpler tasks.
- go back to PO\/stakeholders and try to get the dependencies resolved or pick another story, this one requires a push from coach.
- get clarity on requirements from PO, this has to happen the next day.
- re-adjust the sprint backlog taking the above into account.<\/p>\n\n\n\n
$\"Sprint_Plan_2\"$ <\/figure>\n\n\n\n
At times guidelines are adhered to, planning sessions is time-boxed, they assume that all planning needs to happen in one sitting. Here is where, as a coach, one has to make them see the \"why\" behind a particular step, \"what\" outcome is desired? The outcome of having a proper Sprint Plan is more important than accomplishing it a single time-boxed session.<\/p>\n\n\n\n
As they complete this they realize that in past sprints, they grappled with these issues, towards the end of the sprint. Now they have ample time to cope with it \u2013 the benefit of Scrum uncovering problems earlier is leveraged.<\/p>\n\n\n\n
There is reluctance to do task effort estimates. In the traditional planning task estimates are done for entire project even with some requirements not being clear. This would have resulted in lot of waste, this coupled with notion that agile means no planning is the major cause of the reluctance. As a coach, one needs to highlight that there is better clarity on requirements and it is being done for just a sprint, so there is no waste. The reluctance is also due to lack of understanding of the difference between story point, size and effort estimates, this needs to be addressed.<\/p>\n\n\n\n
At this juncture the team is ready to make and take on the commitment with higher confidence. You can see the related blog on retrospectives.<\/p>\n","post_title":"Initial coaching interventions for Sprint Planning","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"initial-coaching-interventions-for-sprint-planning","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:24","post_modified_gmt":"2024-01-29 14:50:24","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3339","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1519,"post_author":"33","post_date":"2014-11-09 12:15:54","post_date_gmt":"2014-11-09 06:45:54","post_content":"\n
$\"\"\/$ <\/figure>\n\n\n\n
  <\/p>\n\n\n\n
Leaders have only two jobs:<\/p>\n\n\n\n
1) Getting work done<\/p>\n\n\n\n
2) Growing the people<\/p>\n\n\n\n
Coaching as a leadership\/management style achieves both.<\/p>\n\n\n\n
With Command & Control approach, managers may get the work done in the short term, by force. But that might have negative impacts on the team in terms of :<\/p>\n\n\n\n
- Lack of ownership<\/p>\n\n\n\n
- Low motivation<\/p>\n\n\n\n
- Poor quality output<\/p>\n\n\n\n
- Low productivity<\/p>\n\n\n\n
- Missed schedules etc.<\/p>\n\n\n\n
Command & Control might also impact development of team members negatively. Teams might wait for manager to give instruction. They might hesitate to take initiative as it might get overruled by the manager. They might stop thinking new & innovative ideas as the manager will always tell them what to do.<\/p>\n\n\n\n
On the other hand, with Coaching as the leadership style, managers will empower the team members to come out with new ideas, solutions and encourage them to implement them. They will help the team members to discover their strengths by asking questions & challenging them. This builds motivation and ownership in the team members.<\/p>\n\n\n\n
Having said that, there are situations where Managers need to use command & control approaches. For example, in a fire fighting situation where extremely quick response in needed. There will be a need for different approaches for different team members \u2013 someone may need more directive input & constant oversight and someone may need a lot of freedom.<\/p>\n\n\n\n
A good leader is one who has high self awareness, self-regulation, self-motivation and empathy through which he\/she can sense and respond differently, in a conscious way, to different situations & different people.<\/p>\n\n\n\n
However, to be a good Leader, coaching way of management style should be the most natural approach and command & control should be the exception.<\/p>\n","post_title":"Coaching vs Command & Control style of Management","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"coaching-vs-command-control-style-of-management","to_ping":"","pinged":"","post_modified":"2024-01-29 15:34:20","post_modified_gmt":"2024-01-29 15:34:20","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1519","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1456,"post_author":"31","post_date":"2014-11-09 12:15:37","post_date_gmt":"2014-11-09 06:45:37","post_content":"\n
In an earlier article \u201cJourney of a coach \u2013 theory & practice (Part I)<\/a>, we introduced the \u201ccircles of influence\u201d which form the context (see diagram below) for coaching process.<\/p>\n\n\n\n
$\"image\"$ <\/a> The circles in the diagram above have a significant bearing on coaching effectiveness and need to be addressed by the coach using the theory of coaching (such as Whitmore\u2019s book on \u201cCoaching for Performance\u201d). In the case of some circles, the theory may \u201cend\u201d at some point and the coach will have \u201cinterpret\u201d and \u201cextend\u201d it for the specific coachee situation at hand.<\/p>\n\n\n\n
We covered the following in Part I of this article:<\/p>\n\n\n\n
\u00b7 Circle #1: Are all situations \u201ccoaching situations\u201d?<\/p>\n\n\n\n
\u00b7 Circle #2: Are people always receptive to coaching?<\/p>\n\n\n\n
In this Part II, we will cover the two remaining circles.<\/p>\n\n\n\n
Circle #3: Are coaches sometimes helpless?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
Circle #3 above regarding \u201cbeliefs, perceptions and personal circumstances\u201d can actually be quite a hard shell hindering coaching progress. But it is often an invisible hard shell because people will share only so much of their innermost beliefs and personal circumstances even though they are impacting their work performance. Coaches make chance discoveries of this shell in the Reality check part (that is, the current state of affairs that needs to improve to meet the Goal) of the Goal-Reality-Options-Will (GROW) model of Whitmore. Here are examples:<\/p>\n\n\n\n
\u00b7 A coachee once candidly admitted that he was himself the reason for his declining performance at work. The reason was that his family was going through his sister\u2019s painful divorce in the US and her life coming back to India. He just could not go about work as usual<\/p>\n\n\n\n
\u00b7 A second coachee had a lot of issues with his manager. He felt that the manager\u2019s lack of domain knowledge resulted in his not realizing & recognizing the value of the coachee\u2019s work. In addition, the coachee seemed to indicate that lack of recognition of his work had to do with his belonging to a minority religious community in India<\/p>\n\n\n\n
\u00b7 Yet another coachee told my colleague (also a Performance Coach) that her problems arose because her boss was an inveterate woman-hater<\/p>\n\n\n\n
These are situations of tight-rope walking for a performance coach! In situations of personal crisis, the coach may only help by sympathetic and patient listening. This may help the coachee more than one would think \u2013 just getting the problem \u201coff his chest\u201d often helps and relieves stress. Being less stressed, he may be able to come to grips with his personal predicament and deal with it better. However, coachee\u2019s entrenched beliefs on, say, religion and gender can be very challenging for the coach to deal with. Some deep-rooted beliefs may indicate pathology needing help from a trained therapist \u2013 far beyond the scope of performance coaching and the ability of the coach.<\/p>\n\n\n\n
Circle #4: Is the coachee\u2019s work environment conducive?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The last circle of influence is the coachee\u2019s work. Sometimes, people have told me that they are \u201cstuck\u201d in positions \u2013 say, \u201croutine\u201d software bug fixing and maintenance where there is really no scope for \u201clearning, enjoyment and fulfillment\u201d (you may like to read My Team is not motivated!!!<\/a> by my colleague Prasanna Moses on this). Most of us would agree that there is far less drudgery at work in today\u2019s knowledge-centric world than even just 30 years ago. We would also agree that there is no such thing as 100% \u201csexy\u201d work (unless of course, you are doing breakthrough work of your calling \u2013 say, in quantum computing). So, when coachees complain about their current work\/role and the lack of sexiness thereof, I ask them questions about what makes it boring, what they can do about it and so on \u2013 hopefully making them better aware of interesting possibilities in what they were doing. In some cases, people have hinted to me that they are considering quitting their \u201cboring\u201d job and looking for a reaction. Under such circumstances, to be fair to the coachee and to the coachee\u2019s employer (who is paying my fees!), I would say the best option is to ask the coachee questions exploring his rationale for leaving (without being judgmental on whether it is right or wrong) \u2013 like what does he think leaving the job will achieve, how will it get him closer to his goals, how is he sure that the same problems would not repeat themselves in the new organization and so on. The ultimate decision should be the coachee\u2019s based on introspection triggered by your questions. He may still choose to quit \u2013 but that is another matter! As far as you are concerned as a coach, you have played it fair & square. It is not unthinkable that you as the coach may actually agree with his rationale for seeking another job!<\/p>\n\n\n\n
A related aspect is also the organizational environment in which the coachee works \u2013 over & above his immediate work\/role discussed above. In sports coaching, the strong individual motivation is a given and the coachee has a great deal of control over what he can and cannot do to enhance his performance. The circumstances for software project managers are different. Their GROW model is in the context of an organization with its culture, policies, processes and so on. As a coach, I have encountered some real challenges here \u2013 the Project Manager may be aspiring to do something of value in his project but his line management and work environment may not be supportive. Some organizational policies can be insensitive to people and even draconian. In one software development organization, if project team members logged in less than 40 hours per week of approved work, there would be automatic cuts in their pay while the significant additional work needed at other times went scarcely noticed! How can one be expected to learn and enjoy their work in such an environment? In such cases, we do bring it up with the line management for addressing them and offer our help as well. To be honest, it worked sometimes and it did not in as many cases.<\/p>\n\n\n\n
In summary, as a practicing coach, you are bound to run into situations like the ones above which make you stop and ponder as to what extent theory can lead practice! You may need to introspect and think of newer ways of extending \u201ctheory\u201d or just use good old common sense and move on! At PM Power, we have the coaches\u2019 conclave where these situations are discussed to see how best to help the coachee considering all the circles of influence. It has significantly helped our coaches in specific situations and in honing their coaching skills in general.<\/p>\n\n\n\n
We invite you to share your coaching experiences (as a coach or a coachee) and we would be happy to share our perspectives which may be of help. You may reach us at info@pm-powerconsulting.com.<\/p>\n","post_title":"Journey of a coach - theory & practice (Part II)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-ii","to_ping":"","pinged":"","post_modified":"2024-01-29 10:54:32","post_modified_gmt":"2024-01-29 10:54:32","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1456","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1514,"post_author":"31","post_date":"2014-11-02 12:24:22","post_date_gmt":"2014-11-02 06:54:22","post_content":"\n
A speaker finishes a great speech \u2013 at least, HE thinks it is great! He then asks, \u201cAny questions?\u201d What does he expect? If I were him, I would expect the audience to demonstrate a level of understanding of what the speech was all about and ask meaningful questions - clarifying the ground covered and even extending from there.<\/p>\n\n\n\n
These are situations where one actually wants to be questioned to get a sense a satisfaction that the effort (the speech, in this case) has been worthwhile. But there are other situations where being questioned has a very negative connotation. It implies questioning the ability of the person being questioned or the work that he has done.<\/p>\n\n\n\n
The important thing is that the intent of questioning should be to seek understanding rather than putting down someone. Hence, even the tone of questioning is very important. Consider the difference between, \u201cWhy did you do THAT?\u201d and \u201cWhat are your reasons for doing THAT?\u201d<\/p>\n\n\n\n
The tone of the former question is judgmental while the same question asked differently demonstrates an openness and a neutral tone. The tone is important because it can either put people off & make them defensive or it can make them relaxed and explain their rationale for an idea or a course of action.<\/p>\n\n\n\n
From the above, it follows that there is a big difference between \u201cquestioning\u201d and \u201casking questions\u201d.<\/p>\n\n\n\n
$\"image\"$ <\/figure>\n\n\n\n
In the work context, a manager who adopts an approach of \u201casking questions\u201d enables an environment where his reportees apply their mind to the situation at hand and exercise their best judgment on the right course of action.<\/p>\n\n\n\n
The manager can use questions to expand the reportee\u2019s thinking and make him aware of aspects he may not have thought of (instead of just instructing him what to do).<\/p>\n\n\n\n
Hence asking questions contributes to the reportee\u2019s overall development and ability to deal with situations with minimal oversight. Equally important, it enables greater responsibility on the part of the reportee so that the implementation aspects of his suggestions are fully owned by him.<\/p>\n\n\n\n
Through this, the manager\u2019s time is also freed up from routine oversight functions to take up important but not urgent tasks.<\/p>\n\n\n\n
In a highly dynamic world, the approach of \u201casking questions\u201d is not just \u201ca nice to have\u201d but an imperative to empower people and ensure that the organization as a whole responds fast to changes in the environment.<\/p>\n\n\n\n
\u201cAsking questions\u201d is an essential part of the tool set of a coach who may be the line manager himself. You consciously adopt the approach for improving the \u201cawareness\u201d of the coachee and therefore, open his mind to his perceptions & other possibilities and take \u201cresponsibility\u201d for the options for actions that he chooses.<\/p>\n\n\n\n
Finally, adopting the approach of \u201casking questions\u201d needs a complementing skill which is ACTIVE listening. A coach cannot sustain a session of asking questions without actually listening well, understanding and re-phrasing of what the coachee says.<\/p>\n\n\n\n
As with most things in life, practice makes perfect \u2013 it takes time and experience to hone the approach of asking questions and the skill of active listening. But they can indeed be developed for individual and organizational benefit. The time to start is NOW!<\/p>\n","post_title":"Questioning and Asking Questions - what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"questioning-and-asking-questions-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:02","post_modified_gmt":"2024-01-29 10:55:02","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1514","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1448,"post_author":"31","post_date":"2014-11-02 06:59:09","post_date_gmt":"2014-11-02 01:29:09","post_content":"\n
This article is part of the series on \u201cJourney of a coach\u201d covering my experiences as a performance coach. You may have the read an earlier article in the series on \u201cJourney of a coach \u2013 the beginning\u201d<\/a>. The journey continues here...<\/p>\n\n\n\n
Yogi Berra, New York Yankees baseball player (arguably the best catcher of all time) said, \u201cIn theory, there is no difference between theory & practice. But in practice, there is!\u201d So, this article is about the theory & practice of coaching for performance \u2013 not baseball players but people managing software projects.<\/p>\n\n\n\n
In my context, the \u201ctheory\u201d was mostly \u201cCoaching for Performance\u201d by John Whitmore (by the way, there is another article of mine on Whitmore<\/a> if you are interested). The \u201cpractice\u201d was, of course, my actual experiences over the years.<\/p>\n\n\n\n
A caveat \u2013 I am not here to debunk theory and hail practice - as a cardiac surgeon might! I have a great deal of respect for Whitmore\u2019s book on Coaching for Performance. The book provided a solid reference and a practical guide for my work as a coach all these years.<\/p>\n\n\n\n
However, I do have my own \u201cinterpretations\u201d and \u201cextensions\u201d of the theory in actual practice which I wish to share. I will use the diagram below which shows the context for coaching.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
You can see the \u201ccircles of influence\u201d around the coachee which would have a bearing on coaching and its effectiveness. We will cover each of these circles with examples. Note that the coach\u2019s experience, beliefs and perceptions are also significant in the context in addition to his skills for coaching.<\/p>\n\n\n\n
Circle #1: Are all situations \u201ccoaching situations\u201d?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The first circle of influence is the coaching situation faced by the coachee at work. For example, it could be that he is recently promoted and finds gaining acceptance in his team a challenge.<\/p>\n\n\n\n
The question is whether all such work situations are amenable for coaching - whether you are the manager of the coachee or an external coach. If you follow the \u201ctheory\u201d (that is Whitmore), a coaching style can become the default management style of the entire organization for all occasions.<\/p>\n\n\n\n
In other words, all manager-reportee interactions can naturally follow the coaching style \u2013 the manager following the sequence of helping his reportee to identify the goal he is seeking to achieve, assess the current state of affairs, consider the available options to achieve the goal and making the commitment-making to make it happen.<\/p>\n\n\n\n
That is all very well, but what if you are a commando fighting a guerrilla war in a jungle and see a metal tube from the foliage pointing at you. Your commander (\u201cmanager\u201d) is not going to coach you through the situation, is he?<\/p>\n\n\n\n
There are also other equivalent (but less extreme) situations at work when time is of essence and all that the coachee needs is information or simple direction (like for example, how to balance staff loading in a project schedule).<\/p>\n\n\n\n
So, my interpretation of theory is that there is better pay-off of coaching in some situations than others. However, there are many, many work situations wherein the quality of work<\/b> or results<\/b> is very important, the learning<\/b> for the coachee very important and it is not an emergency<\/b>. Coaching is very relevant in those cases.<\/p>\n\n\n\n
Circle #2: Are people always receptive to coaching?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The next circle of influence is relating to how receptive people are to coaching even if their work situation was amenable for it.<\/p>\n\n\n\n
Are they motivated enough to become more aware<\/b> and take responsibility<\/b> by themselves and not just because their employer has enrolled them in a training & coaching program?<\/p>\n\n\n\n
Maslow\u2019s theory is that motivation is linked to the stage an individual is at in a hierarchy of needs (see diagram below from Whitmore\u2019s Coaching for Performance). Note that Whitmore has split Maslow\u2019s Esteem stage into two \u2013 Esteem from others and Self-esteem.<\/p>\n\n\n\n
At the stage of Esteem from others, one is looking \u201cexternal\u201d recognition and prestige as motivators. At the stage of Self-esteem, external motivators tend to become less important. More important is the need to make a difference and being empowered to do so enhancing self-esteem. This self-esteem stage is where coaching makes the biggest impact for personal growth.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
Source: Coaching for Performance by John Whitmore<\/i><\/p>\n\n\n\n
There are a few more \u201ccircles\u201d to cover which we will in Part II of the article.<\/p>\n\n\n\n
Till then...<\/p>\n","post_title":"Journey of a coach - theory & practice (Part I)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-i","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:34","post_modified_gmt":"2024-01-29 10:55:34","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1521,"post_author":"26","post_date":"2014-10-30 10:57:02","post_date_gmt":"2014-10-30 05:27:02","post_content":"\n
$\"Network_whenhow2\"$ <\/a><\/figure>\n\n\n\n
One is never without a network and if you are reading this - it may be more to know how to grow it and\/or to overcome obstacles, often due to one's level comfort with so called \"networking\".<\/p>\n\n\n\n
If you look at how you:<\/p>\n\n\n\n
\n
got the opportunity to work in your current position<\/li>\n\n\n\n
got into your college\/school<\/li>\n\n\n\n
got your house on rent or bought your apartment<\/li>\n<\/ul>\n\n\n\n
you will see that a network - formal, informal or virtual (internet based) was at play.<\/p>\n\n\n\n
I will focus on growing your professional network and a few simple steps for it and not delve into specifics of social media, as all of you would be familiar with it.<\/p>\n\n\n\n
First, start with your existing network - which will be your current and past colleagues, your college and school alumni, friends and family. See that you stay in touch with them, by meeting them up or electronically, if you are not in touch start right away. Sending greetings for important occasions, festivals and events is a good way to start. Make it a point to call a few of them over the commute\/ weekends and work on the complete list slowly and steadily, start at top the list again once you complete it.<\/p>\n\n\n\n
What if you need to ask for a reference or a favor from a person with whom you are not in regular touch. The best way to is to be honest, there is no point in coming up with a phony reason to get in touch with them and ask for what you want. Your honesty will be appreciated, after that do thank them and make an effort to stay in touch with them. See that your nurture this set of contacts where you have already made a start.<\/p>\n\n\n\n
Once, when I was looking out for a job using my network, I made it a point to call and thank all those who forwarded my resume to their contacts and I sent a book as a gift to thank all those contacts whose help took me to the interview stage. I did it without any motive and what amazed me was the warmth from these contacts in all my future interactions.<\/p>\n\n\n\n
Second area to focus on are the professional events - there will be events where your technical or managerial domain will be the focus. You may be sponsored\/encouraged by your organizations to attend them, do not let is pass citing an excuse of being busy. Do make time to attend a few of them. If you find that you do not have this opportunity then see that you find such events and enroll yourself.<\/p>\n\n\n\n
In my experience these events certainly help you make a few contacts, you will always find a few persons whom you will find interesting and knowledgeable and connect effortlessly. The key is to nurture this - see that you follow-up with a mail and\/or a call.<\/p>\n\n\n\n
If you are the type who feels inhibited to make an opening, then do not worry. I was advised by one of my mentors to just listen and not worry about talking and enjoy being there. If you listen and observe intently you will find yourself talking soon. Your focus on the interactions and not on your perceived ability, does the trick. Try it a couple of times and see for yourself.<\/p>\n\n\n\n
Lastly, for anything to succeed one has to have the desire, then comes the effort and discipline for achieving it. A small progress or a step with positive result, is the best encouragement for you to strive towards your goals. Do ponder on your actions and results to stay focused on continuing to do this.<\/p>\n\n\n\n
One related question I hear from many of my coachees is \"visibility\" within the organization. More on that in a later post.<\/p>\n","post_title":"Networking - when and how to begin?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"networking-when-and-how-to-begin","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:58","post_modified_gmt":"2024-01-29 14:50:58","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1521","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1517,"post_author":"30","post_date":"2014-10-29 09:30:26","post_date_gmt":"2014-10-29 04:00:26","post_content":"\n
$\"sell-it\"$ <\/a><\/figure>\n\n\n\n
As a child, I used to come up with various ideas for almost anything, and ask for Rs. 1000\/- per idea. Being a child, nobody would want to pay money, that too a thousand Rupees \u2013 but, I would get something else as an appreciation for my efforts. A toffee, a cone ice cream etc.<\/p>\n\n\n\n
Further on, when I used to be active in small groups, selling was more of ideas and to get the team to converge on something, that the group can take as an action.<\/p>\n\n\n\n
As a team leader, I needed to sell the vision of the project to the team, to get everybody\u2019s buy in.<\/p>\n\n\n\n
More recently, I have been in contact with many aspiring and active entrepreneurs. Selling is something that they do with every breath.<\/p>\n\n\n\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 10 of 12 Previous 1 … 9 10 11 12 Next

\n
Few things they discover:
- there may not be enough Analysis\/Dev\/DBA\/QA capacity in the team
- some of the team may not be fully utilized
- as they break down stories to tasks they realize that some stories cannot be completed, due to external dependencies, that is unlikely to be fulfilled.
- they may require more information from the PO.
- lastly the entire team gains an understanding what is planned to be accomplished.<\/p>\n\n\n\n
And it is interesting to see how they work around this:
- make use of team members not fully utilized to accomplish some of the tasks.
- the above at times involves redistributing the work, so that team members volunteering outside their domain, can take up relatively simpler tasks.
- go back to PO\/stakeholders and try to get the dependencies resolved or pick another story, this one requires a push from coach.
- get clarity on requirements from PO, this has to happen the next day.
- re-adjust the sprint backlog taking the above into account.<\/p>\n\n\n\n
$\"Sprint_Plan_2\"$ <\/figure>\n\n\n\n
At times guidelines are adhered to, planning sessions is time-boxed, they assume that all planning needs to happen in one sitting. Here is where, as a coach, one has to make them see the \"why\" behind a particular step, \"what\" outcome is desired? The outcome of having a proper Sprint Plan is more important than accomplishing it a single time-boxed session.<\/p>\n\n\n\n
As they complete this they realize that in past sprints, they grappled with these issues, towards the end of the sprint. Now they have ample time to cope with it \u2013 the benefit of Scrum uncovering problems earlier is leveraged.<\/p>\n\n\n\n
There is reluctance to do task effort estimates. In the traditional planning task estimates are done for entire project even with some requirements not being clear. This would have resulted in lot of waste, this coupled with notion that agile means no planning is the major cause of the reluctance. As a coach, one needs to highlight that there is better clarity on requirements and it is being done for just a sprint, so there is no waste. The reluctance is also due to lack of understanding of the difference between story point, size and effort estimates, this needs to be addressed.<\/p>\n\n\n\n
At this juncture the team is ready to make and take on the commitment with higher confidence. You can see the related blog on retrospectives.<\/p>\n","post_title":"Initial coaching interventions for Sprint Planning","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"initial-coaching-interventions-for-sprint-planning","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:24","post_modified_gmt":"2024-01-29 14:50:24","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3339","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1519,"post_author":"33","post_date":"2014-11-09 12:15:54","post_date_gmt":"2014-11-09 06:45:54","post_content":"\n
$\"\"\/$ <\/figure>\n\n\n\n
  <\/p>\n\n\n\n
Leaders have only two jobs:<\/p>\n\n\n\n
1) Getting work done<\/p>\n\n\n\n
2) Growing the people<\/p>\n\n\n\n
Coaching as a leadership\/management style achieves both.<\/p>\n\n\n\n
With Command & Control approach, managers may get the work done in the short term, by force. But that might have negative impacts on the team in terms of :<\/p>\n\n\n\n
- Lack of ownership<\/p>\n\n\n\n
- Low motivation<\/p>\n\n\n\n
- Poor quality output<\/p>\n\n\n\n
- Low productivity<\/p>\n\n\n\n
- Missed schedules etc.<\/p>\n\n\n\n
Command & Control might also impact development of team members negatively. Teams might wait for manager to give instruction. They might hesitate to take initiative as it might get overruled by the manager. They might stop thinking new & innovative ideas as the manager will always tell them what to do.<\/p>\n\n\n\n
On the other hand, with Coaching as the leadership style, managers will empower the team members to come out with new ideas, solutions and encourage them to implement them. They will help the team members to discover their strengths by asking questions & challenging them. This builds motivation and ownership in the team members.<\/p>\n\n\n\n
Having said that, there are situations where Managers need to use command & control approaches. For example, in a fire fighting situation where extremely quick response in needed. There will be a need for different approaches for different team members \u2013 someone may need more directive input & constant oversight and someone may need a lot of freedom.<\/p>\n\n\n\n
A good leader is one who has high self awareness, self-regulation, self-motivation and empathy through which he\/she can sense and respond differently, in a conscious way, to different situations & different people.<\/p>\n\n\n\n
However, to be a good Leader, coaching way of management style should be the most natural approach and command & control should be the exception.<\/p>\n","post_title":"Coaching vs Command & Control style of Management","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"coaching-vs-command-control-style-of-management","to_ping":"","pinged":"","post_modified":"2024-01-29 15:34:20","post_modified_gmt":"2024-01-29 15:34:20","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1519","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1456,"post_author":"31","post_date":"2014-11-09 12:15:37","post_date_gmt":"2014-11-09 06:45:37","post_content":"\n
In an earlier article \u201cJourney of a coach \u2013 theory & practice (Part I)<\/a>, we introduced the \u201ccircles of influence\u201d which form the context (see diagram below) for coaching process.<\/p>\n\n\n\n
$\"image\"$ <\/a> The circles in the diagram above have a significant bearing on coaching effectiveness and need to be addressed by the coach using the theory of coaching (such as Whitmore\u2019s book on \u201cCoaching for Performance\u201d). In the case of some circles, the theory may \u201cend\u201d at some point and the coach will have \u201cinterpret\u201d and \u201cextend\u201d it for the specific coachee situation at hand.<\/p>\n\n\n\n
We covered the following in Part I of this article:<\/p>\n\n\n\n
\u00b7 Circle #1: Are all situations \u201ccoaching situations\u201d?<\/p>\n\n\n\n
\u00b7 Circle #2: Are people always receptive to coaching?<\/p>\n\n\n\n
In this Part II, we will cover the two remaining circles.<\/p>\n\n\n\n
Circle #3: Are coaches sometimes helpless?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
Circle #3 above regarding \u201cbeliefs, perceptions and personal circumstances\u201d can actually be quite a hard shell hindering coaching progress. But it is often an invisible hard shell because people will share only so much of their innermost beliefs and personal circumstances even though they are impacting their work performance. Coaches make chance discoveries of this shell in the Reality check part (that is, the current state of affairs that needs to improve to meet the Goal) of the Goal-Reality-Options-Will (GROW) model of Whitmore. Here are examples:<\/p>\n\n\n\n
\u00b7 A coachee once candidly admitted that he was himself the reason for his declining performance at work. The reason was that his family was going through his sister\u2019s painful divorce in the US and her life coming back to India. He just could not go about work as usual<\/p>\n\n\n\n
\u00b7 A second coachee had a lot of issues with his manager. He felt that the manager\u2019s lack of domain knowledge resulted in his not realizing & recognizing the value of the coachee\u2019s work. In addition, the coachee seemed to indicate that lack of recognition of his work had to do with his belonging to a minority religious community in India<\/p>\n\n\n\n
\u00b7 Yet another coachee told my colleague (also a Performance Coach) that her problems arose because her boss was an inveterate woman-hater<\/p>\n\n\n\n
These are situations of tight-rope walking for a performance coach! In situations of personal crisis, the coach may only help by sympathetic and patient listening. This may help the coachee more than one would think \u2013 just getting the problem \u201coff his chest\u201d often helps and relieves stress. Being less stressed, he may be able to come to grips with his personal predicament and deal with it better. However, coachee\u2019s entrenched beliefs on, say, religion and gender can be very challenging for the coach to deal with. Some deep-rooted beliefs may indicate pathology needing help from a trained therapist \u2013 far beyond the scope of performance coaching and the ability of the coach.<\/p>\n\n\n\n
Circle #4: Is the coachee\u2019s work environment conducive?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The last circle of influence is the coachee\u2019s work. Sometimes, people have told me that they are \u201cstuck\u201d in positions \u2013 say, \u201croutine\u201d software bug fixing and maintenance where there is really no scope for \u201clearning, enjoyment and fulfillment\u201d (you may like to read My Team is not motivated!!!<\/a> by my colleague Prasanna Moses on this). Most of us would agree that there is far less drudgery at work in today\u2019s knowledge-centric world than even just 30 years ago. We would also agree that there is no such thing as 100% \u201csexy\u201d work (unless of course, you are doing breakthrough work of your calling \u2013 say, in quantum computing). So, when coachees complain about their current work\/role and the lack of sexiness thereof, I ask them questions about what makes it boring, what they can do about it and so on \u2013 hopefully making them better aware of interesting possibilities in what they were doing. In some cases, people have hinted to me that they are considering quitting their \u201cboring\u201d job and looking for a reaction. Under such circumstances, to be fair to the coachee and to the coachee\u2019s employer (who is paying my fees!), I would say the best option is to ask the coachee questions exploring his rationale for leaving (without being judgmental on whether it is right or wrong) \u2013 like what does he think leaving the job will achieve, how will it get him closer to his goals, how is he sure that the same problems would not repeat themselves in the new organization and so on. The ultimate decision should be the coachee\u2019s based on introspection triggered by your questions. He may still choose to quit \u2013 but that is another matter! As far as you are concerned as a coach, you have played it fair & square. It is not unthinkable that you as the coach may actually agree with his rationale for seeking another job!<\/p>\n\n\n\n
A related aspect is also the organizational environment in which the coachee works \u2013 over & above his immediate work\/role discussed above. In sports coaching, the strong individual motivation is a given and the coachee has a great deal of control over what he can and cannot do to enhance his performance. The circumstances for software project managers are different. Their GROW model is in the context of an organization with its culture, policies, processes and so on. As a coach, I have encountered some real challenges here \u2013 the Project Manager may be aspiring to do something of value in his project but his line management and work environment may not be supportive. Some organizational policies can be insensitive to people and even draconian. In one software development organization, if project team members logged in less than 40 hours per week of approved work, there would be automatic cuts in their pay while the significant additional work needed at other times went scarcely noticed! How can one be expected to learn and enjoy their work in such an environment? In such cases, we do bring it up with the line management for addressing them and offer our help as well. To be honest, it worked sometimes and it did not in as many cases.<\/p>\n\n\n\n
In summary, as a practicing coach, you are bound to run into situations like the ones above which make you stop and ponder as to what extent theory can lead practice! You may need to introspect and think of newer ways of extending \u201ctheory\u201d or just use good old common sense and move on! At PM Power, we have the coaches\u2019 conclave where these situations are discussed to see how best to help the coachee considering all the circles of influence. It has significantly helped our coaches in specific situations and in honing their coaching skills in general.<\/p>\n\n\n\n
We invite you to share your coaching experiences (as a coach or a coachee) and we would be happy to share our perspectives which may be of help. You may reach us at info@pm-powerconsulting.com.<\/p>\n","post_title":"Journey of a coach - theory & practice (Part II)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-ii","to_ping":"","pinged":"","post_modified":"2024-01-29 10:54:32","post_modified_gmt":"2024-01-29 10:54:32","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1456","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1514,"post_author":"31","post_date":"2014-11-02 12:24:22","post_date_gmt":"2014-11-02 06:54:22","post_content":"\n
A speaker finishes a great speech \u2013 at least, HE thinks it is great! He then asks, \u201cAny questions?\u201d What does he expect? If I were him, I would expect the audience to demonstrate a level of understanding of what the speech was all about and ask meaningful questions - clarifying the ground covered and even extending from there.<\/p>\n\n\n\n
These are situations where one actually wants to be questioned to get a sense a satisfaction that the effort (the speech, in this case) has been worthwhile. But there are other situations where being questioned has a very negative connotation. It implies questioning the ability of the person being questioned or the work that he has done.<\/p>\n\n\n\n
The important thing is that the intent of questioning should be to seek understanding rather than putting down someone. Hence, even the tone of questioning is very important. Consider the difference between, \u201cWhy did you do THAT?\u201d and \u201cWhat are your reasons for doing THAT?\u201d<\/p>\n\n\n\n
The tone of the former question is judgmental while the same question asked differently demonstrates an openness and a neutral tone. The tone is important because it can either put people off & make them defensive or it can make them relaxed and explain their rationale for an idea or a course of action.<\/p>\n\n\n\n
From the above, it follows that there is a big difference between \u201cquestioning\u201d and \u201casking questions\u201d.<\/p>\n\n\n\n
$\"image\"$ <\/figure>\n\n\n\n
In the work context, a manager who adopts an approach of \u201casking questions\u201d enables an environment where his reportees apply their mind to the situation at hand and exercise their best judgment on the right course of action.<\/p>\n\n\n\n
The manager can use questions to expand the reportee\u2019s thinking and make him aware of aspects he may not have thought of (instead of just instructing him what to do).<\/p>\n\n\n\n
Hence asking questions contributes to the reportee\u2019s overall development and ability to deal with situations with minimal oversight. Equally important, it enables greater responsibility on the part of the reportee so that the implementation aspects of his suggestions are fully owned by him.<\/p>\n\n\n\n
Through this, the manager\u2019s time is also freed up from routine oversight functions to take up important but not urgent tasks.<\/p>\n\n\n\n
In a highly dynamic world, the approach of \u201casking questions\u201d is not just \u201ca nice to have\u201d but an imperative to empower people and ensure that the organization as a whole responds fast to changes in the environment.<\/p>\n\n\n\n
\u201cAsking questions\u201d is an essential part of the tool set of a coach who may be the line manager himself. You consciously adopt the approach for improving the \u201cawareness\u201d of the coachee and therefore, open his mind to his perceptions & other possibilities and take \u201cresponsibility\u201d for the options for actions that he chooses.<\/p>\n\n\n\n
Finally, adopting the approach of \u201casking questions\u201d needs a complementing skill which is ACTIVE listening. A coach cannot sustain a session of asking questions without actually listening well, understanding and re-phrasing of what the coachee says.<\/p>\n\n\n\n
As with most things in life, practice makes perfect \u2013 it takes time and experience to hone the approach of asking questions and the skill of active listening. But they can indeed be developed for individual and organizational benefit. The time to start is NOW!<\/p>\n","post_title":"Questioning and Asking Questions - what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"questioning-and-asking-questions-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:02","post_modified_gmt":"2024-01-29 10:55:02","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1514","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1448,"post_author":"31","post_date":"2014-11-02 06:59:09","post_date_gmt":"2014-11-02 01:29:09","post_content":"\n
This article is part of the series on \u201cJourney of a coach\u201d covering my experiences as a performance coach. You may have the read an earlier article in the series on \u201cJourney of a coach \u2013 the beginning\u201d<\/a>. The journey continues here...<\/p>\n\n\n\n
Yogi Berra, New York Yankees baseball player (arguably the best catcher of all time) said, \u201cIn theory, there is no difference between theory & practice. But in practice, there is!\u201d So, this article is about the theory & practice of coaching for performance \u2013 not baseball players but people managing software projects.<\/p>\n\n\n\n
In my context, the \u201ctheory\u201d was mostly \u201cCoaching for Performance\u201d by John Whitmore (by the way, there is another article of mine on Whitmore<\/a> if you are interested). The \u201cpractice\u201d was, of course, my actual experiences over the years.<\/p>\n\n\n\n
A caveat \u2013 I am not here to debunk theory and hail practice - as a cardiac surgeon might! I have a great deal of respect for Whitmore\u2019s book on Coaching for Performance. The book provided a solid reference and a practical guide for my work as a coach all these years.<\/p>\n\n\n\n
However, I do have my own \u201cinterpretations\u201d and \u201cextensions\u201d of the theory in actual practice which I wish to share. I will use the diagram below which shows the context for coaching.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
You can see the \u201ccircles of influence\u201d around the coachee which would have a bearing on coaching and its effectiveness. We will cover each of these circles with examples. Note that the coach\u2019s experience, beliefs and perceptions are also significant in the context in addition to his skills for coaching.<\/p>\n\n\n\n
Circle #1: Are all situations \u201ccoaching situations\u201d?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The first circle of influence is the coaching situation faced by the coachee at work. For example, it could be that he is recently promoted and finds gaining acceptance in his team a challenge.<\/p>\n\n\n\n
The question is whether all such work situations are amenable for coaching - whether you are the manager of the coachee or an external coach. If you follow the \u201ctheory\u201d (that is Whitmore), a coaching style can become the default management style of the entire organization for all occasions.<\/p>\n\n\n\n
In other words, all manager-reportee interactions can naturally follow the coaching style \u2013 the manager following the sequence of helping his reportee to identify the goal he is seeking to achieve, assess the current state of affairs, consider the available options to achieve the goal and making the commitment-making to make it happen.<\/p>\n\n\n\n
That is all very well, but what if you are a commando fighting a guerrilla war in a jungle and see a metal tube from the foliage pointing at you. Your commander (\u201cmanager\u201d) is not going to coach you through the situation, is he?<\/p>\n\n\n\n
There are also other equivalent (but less extreme) situations at work when time is of essence and all that the coachee needs is information or simple direction (like for example, how to balance staff loading in a project schedule).<\/p>\n\n\n\n
So, my interpretation of theory is that there is better pay-off of coaching in some situations than others. However, there are many, many work situations wherein the quality of work<\/b> or results<\/b> is very important, the learning<\/b> for the coachee very important and it is not an emergency<\/b>. Coaching is very relevant in those cases.<\/p>\n\n\n\n
Circle #2: Are people always receptive to coaching?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The next circle of influence is relating to how receptive people are to coaching even if their work situation was amenable for it.<\/p>\n\n\n\n
Are they motivated enough to become more aware<\/b> and take responsibility<\/b> by themselves and not just because their employer has enrolled them in a training & coaching program?<\/p>\n\n\n\n
Maslow\u2019s theory is that motivation is linked to the stage an individual is at in a hierarchy of needs (see diagram below from Whitmore\u2019s Coaching for Performance). Note that Whitmore has split Maslow\u2019s Esteem stage into two \u2013 Esteem from others and Self-esteem.<\/p>\n\n\n\n
At the stage of Esteem from others, one is looking \u201cexternal\u201d recognition and prestige as motivators. At the stage of Self-esteem, external motivators tend to become less important. More important is the need to make a difference and being empowered to do so enhancing self-esteem. This self-esteem stage is where coaching makes the biggest impact for personal growth.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
Source: Coaching for Performance by John Whitmore<\/i><\/p>\n\n\n\n
There are a few more \u201ccircles\u201d to cover which we will in Part II of the article.<\/p>\n\n\n\n
Till then...<\/p>\n","post_title":"Journey of a coach - theory & practice (Part I)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-i","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:34","post_modified_gmt":"2024-01-29 10:55:34","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1521,"post_author":"26","post_date":"2014-10-30 10:57:02","post_date_gmt":"2014-10-30 05:27:02","post_content":"\n
$\"Network_whenhow2\"$ <\/a><\/figure>\n\n\n\n
One is never without a network and if you are reading this - it may be more to know how to grow it and\/or to overcome obstacles, often due to one's level comfort with so called \"networking\".<\/p>\n\n\n\n
If you look at how you:<\/p>\n\n\n\n
\n
got the opportunity to work in your current position<\/li>\n\n\n\n
got into your college\/school<\/li>\n\n\n\n
got your house on rent or bought your apartment<\/li>\n<\/ul>\n\n\n\n
you will see that a network - formal, informal or virtual (internet based) was at play.<\/p>\n\n\n\n
I will focus on growing your professional network and a few simple steps for it and not delve into specifics of social media, as all of you would be familiar with it.<\/p>\n\n\n\n
First, start with your existing network - which will be your current and past colleagues, your college and school alumni, friends and family. See that you stay in touch with them, by meeting them up or electronically, if you are not in touch start right away. Sending greetings for important occasions, festivals and events is a good way to start. Make it a point to call a few of them over the commute\/ weekends and work on the complete list slowly and steadily, start at top the list again once you complete it.<\/p>\n\n\n\n
What if you need to ask for a reference or a favor from a person with whom you are not in regular touch. The best way to is to be honest, there is no point in coming up with a phony reason to get in touch with them and ask for what you want. Your honesty will be appreciated, after that do thank them and make an effort to stay in touch with them. See that your nurture this set of contacts where you have already made a start.<\/p>\n\n\n\n
Once, when I was looking out for a job using my network, I made it a point to call and thank all those who forwarded my resume to their contacts and I sent a book as a gift to thank all those contacts whose help took me to the interview stage. I did it without any motive and what amazed me was the warmth from these contacts in all my future interactions.<\/p>\n\n\n\n
Second area to focus on are the professional events - there will be events where your technical or managerial domain will be the focus. You may be sponsored\/encouraged by your organizations to attend them, do not let is pass citing an excuse of being busy. Do make time to attend a few of them. If you find that you do not have this opportunity then see that you find such events and enroll yourself.<\/p>\n\n\n\n
In my experience these events certainly help you make a few contacts, you will always find a few persons whom you will find interesting and knowledgeable and connect effortlessly. The key is to nurture this - see that you follow-up with a mail and\/or a call.<\/p>\n\n\n\n
If you are the type who feels inhibited to make an opening, then do not worry. I was advised by one of my mentors to just listen and not worry about talking and enjoy being there. If you listen and observe intently you will find yourself talking soon. Your focus on the interactions and not on your perceived ability, does the trick. Try it a couple of times and see for yourself.<\/p>\n\n\n\n
Lastly, for anything to succeed one has to have the desire, then comes the effort and discipline for achieving it. A small progress or a step with positive result, is the best encouragement for you to strive towards your goals. Do ponder on your actions and results to stay focused on continuing to do this.<\/p>\n\n\n\n
One related question I hear from many of my coachees is \"visibility\" within the organization. More on that in a later post.<\/p>\n","post_title":"Networking - when and how to begin?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"networking-when-and-how-to-begin","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:58","post_modified_gmt":"2024-01-29 14:50:58","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1521","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1517,"post_author":"30","post_date":"2014-10-29 09:30:26","post_date_gmt":"2014-10-29 04:00:26","post_content":"\n
$\"sell-it\"$ <\/a><\/figure>\n\n\n\n
As a child, I used to come up with various ideas for almost anything, and ask for Rs. 1000\/- per idea. Being a child, nobody would want to pay money, that too a thousand Rupees \u2013 but, I would get something else as an appreciation for my efforts. A toffee, a cone ice cream etc.<\/p>\n\n\n\n
Further on, when I used to be active in small groups, selling was more of ideas and to get the team to converge on something, that the group can take as an action.<\/p>\n\n\n\n
As a team leader, I needed to sell the vision of the project to the team, to get everybody\u2019s buy in.<\/p>\n\n\n\n
More recently, I have been in contact with many aspiring and active entrepreneurs. Selling is something that they do with every breath.<\/p>\n\n\n\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 10 of 12 Previous 1 … 9 10 11 12 Next

\n
$\"Sprint_Plan_1\"$ <\/figure>\n\n\n\n
Few things they discover:
- there may not be enough Analysis\/Dev\/DBA\/QA capacity in the team
- some of the team may not be fully utilized
- as they break down stories to tasks they realize that some stories cannot be completed, due to external dependencies, that is unlikely to be fulfilled.
- they may require more information from the PO.
- lastly the entire team gains an understanding what is planned to be accomplished.<\/p>\n\n\n\n
And it is interesting to see how they work around this:
- make use of team members not fully utilized to accomplish some of the tasks.
- the above at times involves redistributing the work, so that team members volunteering outside their domain, can take up relatively simpler tasks.
- go back to PO\/stakeholders and try to get the dependencies resolved or pick another story, this one requires a push from coach.
- get clarity on requirements from PO, this has to happen the next day.
- re-adjust the sprint backlog taking the above into account.<\/p>\n\n\n\n
$\"Sprint_Plan_2\"$ <\/figure>\n\n\n\n
At times guidelines are adhered to, planning sessions is time-boxed, they assume that all planning needs to happen in one sitting. Here is where, as a coach, one has to make them see the \"why\" behind a particular step, \"what\" outcome is desired? The outcome of having a proper Sprint Plan is more important than accomplishing it a single time-boxed session.<\/p>\n\n\n\n
As they complete this they realize that in past sprints, they grappled with these issues, towards the end of the sprint. Now they have ample time to cope with it \u2013 the benefit of Scrum uncovering problems earlier is leveraged.<\/p>\n\n\n\n
There is reluctance to do task effort estimates. In the traditional planning task estimates are done for entire project even with some requirements not being clear. This would have resulted in lot of waste, this coupled with notion that agile means no planning is the major cause of the reluctance. As a coach, one needs to highlight that there is better clarity on requirements and it is being done for just a sprint, so there is no waste. The reluctance is also due to lack of understanding of the difference between story point, size and effort estimates, this needs to be addressed.<\/p>\n\n\n\n
At this juncture the team is ready to make and take on the commitment with higher confidence. You can see the related blog on retrospectives.<\/p>\n","post_title":"Initial coaching interventions for Sprint Planning","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"initial-coaching-interventions-for-sprint-planning","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:24","post_modified_gmt":"2024-01-29 14:50:24","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3339","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1519,"post_author":"33","post_date":"2014-11-09 12:15:54","post_date_gmt":"2014-11-09 06:45:54","post_content":"\n
$\"\"\/$ <\/figure>\n\n\n\n
  <\/p>\n\n\n\n
Leaders have only two jobs:<\/p>\n\n\n\n
1) Getting work done<\/p>\n\n\n\n
2) Growing the people<\/p>\n\n\n\n
Coaching as a leadership\/management style achieves both.<\/p>\n\n\n\n
With Command & Control approach, managers may get the work done in the short term, by force. But that might have negative impacts on the team in terms of :<\/p>\n\n\n\n
- Lack of ownership<\/p>\n\n\n\n
- Low motivation<\/p>\n\n\n\n
- Poor quality output<\/p>\n\n\n\n
- Low productivity<\/p>\n\n\n\n
- Missed schedules etc.<\/p>\n\n\n\n
Command & Control might also impact development of team members negatively. Teams might wait for manager to give instruction. They might hesitate to take initiative as it might get overruled by the manager. They might stop thinking new & innovative ideas as the manager will always tell them what to do.<\/p>\n\n\n\n
On the other hand, with Coaching as the leadership style, managers will empower the team members to come out with new ideas, solutions and encourage them to implement them. They will help the team members to discover their strengths by asking questions & challenging them. This builds motivation and ownership in the team members.<\/p>\n\n\n\n
Having said that, there are situations where Managers need to use command & control approaches. For example, in a fire fighting situation where extremely quick response in needed. There will be a need for different approaches for different team members \u2013 someone may need more directive input & constant oversight and someone may need a lot of freedom.<\/p>\n\n\n\n
A good leader is one who has high self awareness, self-regulation, self-motivation and empathy through which he\/she can sense and respond differently, in a conscious way, to different situations & different people.<\/p>\n\n\n\n
However, to be a good Leader, coaching way of management style should be the most natural approach and command & control should be the exception.<\/p>\n","post_title":"Coaching vs Command & Control style of Management","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"coaching-vs-command-control-style-of-management","to_ping":"","pinged":"","post_modified":"2024-01-29 15:34:20","post_modified_gmt":"2024-01-29 15:34:20","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1519","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1456,"post_author":"31","post_date":"2014-11-09 12:15:37","post_date_gmt":"2014-11-09 06:45:37","post_content":"\n
In an earlier article \u201cJourney of a coach \u2013 theory & practice (Part I)<\/a>, we introduced the \u201ccircles of influence\u201d which form the context (see diagram below) for coaching process.<\/p>\n\n\n\n
$\"image\"$ <\/a> The circles in the diagram above have a significant bearing on coaching effectiveness and need to be addressed by the coach using the theory of coaching (such as Whitmore\u2019s book on \u201cCoaching for Performance\u201d). In the case of some circles, the theory may \u201cend\u201d at some point and the coach will have \u201cinterpret\u201d and \u201cextend\u201d it for the specific coachee situation at hand.<\/p>\n\n\n\n
We covered the following in Part I of this article:<\/p>\n\n\n\n
\u00b7 Circle #1: Are all situations \u201ccoaching situations\u201d?<\/p>\n\n\n\n
\u00b7 Circle #2: Are people always receptive to coaching?<\/p>\n\n\n\n
In this Part II, we will cover the two remaining circles.<\/p>\n\n\n\n
Circle #3: Are coaches sometimes helpless?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
Circle #3 above regarding \u201cbeliefs, perceptions and personal circumstances\u201d can actually be quite a hard shell hindering coaching progress. But it is often an invisible hard shell because people will share only so much of their innermost beliefs and personal circumstances even though they are impacting their work performance. Coaches make chance discoveries of this shell in the Reality check part (that is, the current state of affairs that needs to improve to meet the Goal) of the Goal-Reality-Options-Will (GROW) model of Whitmore. Here are examples:<\/p>\n\n\n\n
\u00b7 A coachee once candidly admitted that he was himself the reason for his declining performance at work. The reason was that his family was going through his sister\u2019s painful divorce in the US and her life coming back to India. He just could not go about work as usual<\/p>\n\n\n\n
\u00b7 A second coachee had a lot of issues with his manager. He felt that the manager\u2019s lack of domain knowledge resulted in his not realizing & recognizing the value of the coachee\u2019s work. In addition, the coachee seemed to indicate that lack of recognition of his work had to do with his belonging to a minority religious community in India<\/p>\n\n\n\n
\u00b7 Yet another coachee told my colleague (also a Performance Coach) that her problems arose because her boss was an inveterate woman-hater<\/p>\n\n\n\n
These are situations of tight-rope walking for a performance coach! In situations of personal crisis, the coach may only help by sympathetic and patient listening. This may help the coachee more than one would think \u2013 just getting the problem \u201coff his chest\u201d often helps and relieves stress. Being less stressed, he may be able to come to grips with his personal predicament and deal with it better. However, coachee\u2019s entrenched beliefs on, say, religion and gender can be very challenging for the coach to deal with. Some deep-rooted beliefs may indicate pathology needing help from a trained therapist \u2013 far beyond the scope of performance coaching and the ability of the coach.<\/p>\n\n\n\n
Circle #4: Is the coachee\u2019s work environment conducive?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The last circle of influence is the coachee\u2019s work. Sometimes, people have told me that they are \u201cstuck\u201d in positions \u2013 say, \u201croutine\u201d software bug fixing and maintenance where there is really no scope for \u201clearning, enjoyment and fulfillment\u201d (you may like to read My Team is not motivated!!!<\/a> by my colleague Prasanna Moses on this). Most of us would agree that there is far less drudgery at work in today\u2019s knowledge-centric world than even just 30 years ago. We would also agree that there is no such thing as 100% \u201csexy\u201d work (unless of course, you are doing breakthrough work of your calling \u2013 say, in quantum computing). So, when coachees complain about their current work\/role and the lack of sexiness thereof, I ask them questions about what makes it boring, what they can do about it and so on \u2013 hopefully making them better aware of interesting possibilities in what they were doing. In some cases, people have hinted to me that they are considering quitting their \u201cboring\u201d job and looking for a reaction. Under such circumstances, to be fair to the coachee and to the coachee\u2019s employer (who is paying my fees!), I would say the best option is to ask the coachee questions exploring his rationale for leaving (without being judgmental on whether it is right or wrong) \u2013 like what does he think leaving the job will achieve, how will it get him closer to his goals, how is he sure that the same problems would not repeat themselves in the new organization and so on. The ultimate decision should be the coachee\u2019s based on introspection triggered by your questions. He may still choose to quit \u2013 but that is another matter! As far as you are concerned as a coach, you have played it fair & square. It is not unthinkable that you as the coach may actually agree with his rationale for seeking another job!<\/p>\n\n\n\n
A related aspect is also the organizational environment in which the coachee works \u2013 over & above his immediate work\/role discussed above. In sports coaching, the strong individual motivation is a given and the coachee has a great deal of control over what he can and cannot do to enhance his performance. The circumstances for software project managers are different. Their GROW model is in the context of an organization with its culture, policies, processes and so on. As a coach, I have encountered some real challenges here \u2013 the Project Manager may be aspiring to do something of value in his project but his line management and work environment may not be supportive. Some organizational policies can be insensitive to people and even draconian. In one software development organization, if project team members logged in less than 40 hours per week of approved work, there would be automatic cuts in their pay while the significant additional work needed at other times went scarcely noticed! How can one be expected to learn and enjoy their work in such an environment? In such cases, we do bring it up with the line management for addressing them and offer our help as well. To be honest, it worked sometimes and it did not in as many cases.<\/p>\n\n\n\n
In summary, as a practicing coach, you are bound to run into situations like the ones above which make you stop and ponder as to what extent theory can lead practice! You may need to introspect and think of newer ways of extending \u201ctheory\u201d or just use good old common sense and move on! At PM Power, we have the coaches\u2019 conclave where these situations are discussed to see how best to help the coachee considering all the circles of influence. It has significantly helped our coaches in specific situations and in honing their coaching skills in general.<\/p>\n\n\n\n
We invite you to share your coaching experiences (as a coach or a coachee) and we would be happy to share our perspectives which may be of help. You may reach us at info@pm-powerconsulting.com.<\/p>\n","post_title":"Journey of a coach - theory & practice (Part II)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-ii","to_ping":"","pinged":"","post_modified":"2024-01-29 10:54:32","post_modified_gmt":"2024-01-29 10:54:32","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1456","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1514,"post_author":"31","post_date":"2014-11-02 12:24:22","post_date_gmt":"2014-11-02 06:54:22","post_content":"\n
A speaker finishes a great speech \u2013 at least, HE thinks it is great! He then asks, \u201cAny questions?\u201d What does he expect? If I were him, I would expect the audience to demonstrate a level of understanding of what the speech was all about and ask meaningful questions - clarifying the ground covered and even extending from there.<\/p>\n\n\n\n
These are situations where one actually wants to be questioned to get a sense a satisfaction that the effort (the speech, in this case) has been worthwhile. But there are other situations where being questioned has a very negative connotation. It implies questioning the ability of the person being questioned or the work that he has done.<\/p>\n\n\n\n
The important thing is that the intent of questioning should be to seek understanding rather than putting down someone. Hence, even the tone of questioning is very important. Consider the difference between, \u201cWhy did you do THAT?\u201d and \u201cWhat are your reasons for doing THAT?\u201d<\/p>\n\n\n\n
The tone of the former question is judgmental while the same question asked differently demonstrates an openness and a neutral tone. The tone is important because it can either put people off & make them defensive or it can make them relaxed and explain their rationale for an idea or a course of action.<\/p>\n\n\n\n
From the above, it follows that there is a big difference between \u201cquestioning\u201d and \u201casking questions\u201d.<\/p>\n\n\n\n
$\"image\"$ <\/figure>\n\n\n\n
In the work context, a manager who adopts an approach of \u201casking questions\u201d enables an environment where his reportees apply their mind to the situation at hand and exercise their best judgment on the right course of action.<\/p>\n\n\n\n
The manager can use questions to expand the reportee\u2019s thinking and make him aware of aspects he may not have thought of (instead of just instructing him what to do).<\/p>\n\n\n\n
Hence asking questions contributes to the reportee\u2019s overall development and ability to deal with situations with minimal oversight. Equally important, it enables greater responsibility on the part of the reportee so that the implementation aspects of his suggestions are fully owned by him.<\/p>\n\n\n\n
Through this, the manager\u2019s time is also freed up from routine oversight functions to take up important but not urgent tasks.<\/p>\n\n\n\n
In a highly dynamic world, the approach of \u201casking questions\u201d is not just \u201ca nice to have\u201d but an imperative to empower people and ensure that the organization as a whole responds fast to changes in the environment.<\/p>\n\n\n\n
\u201cAsking questions\u201d is an essential part of the tool set of a coach who may be the line manager himself. You consciously adopt the approach for improving the \u201cawareness\u201d of the coachee and therefore, open his mind to his perceptions & other possibilities and take \u201cresponsibility\u201d for the options for actions that he chooses.<\/p>\n\n\n\n
Finally, adopting the approach of \u201casking questions\u201d needs a complementing skill which is ACTIVE listening. A coach cannot sustain a session of asking questions without actually listening well, understanding and re-phrasing of what the coachee says.<\/p>\n\n\n\n
As with most things in life, practice makes perfect \u2013 it takes time and experience to hone the approach of asking questions and the skill of active listening. But they can indeed be developed for individual and organizational benefit. The time to start is NOW!<\/p>\n","post_title":"Questioning and Asking Questions - what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"questioning-and-asking-questions-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:02","post_modified_gmt":"2024-01-29 10:55:02","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1514","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1448,"post_author":"31","post_date":"2014-11-02 06:59:09","post_date_gmt":"2014-11-02 01:29:09","post_content":"\n
This article is part of the series on \u201cJourney of a coach\u201d covering my experiences as a performance coach. You may have the read an earlier article in the series on \u201cJourney of a coach \u2013 the beginning\u201d<\/a>. The journey continues here...<\/p>\n\n\n\n
Yogi Berra, New York Yankees baseball player (arguably the best catcher of all time) said, \u201cIn theory, there is no difference between theory & practice. But in practice, there is!\u201d So, this article is about the theory & practice of coaching for performance \u2013 not baseball players but people managing software projects.<\/p>\n\n\n\n
In my context, the \u201ctheory\u201d was mostly \u201cCoaching for Performance\u201d by John Whitmore (by the way, there is another article of mine on Whitmore<\/a> if you are interested). The \u201cpractice\u201d was, of course, my actual experiences over the years.<\/p>\n\n\n\n
A caveat \u2013 I am not here to debunk theory and hail practice - as a cardiac surgeon might! I have a great deal of respect for Whitmore\u2019s book on Coaching for Performance. The book provided a solid reference and a practical guide for my work as a coach all these years.<\/p>\n\n\n\n
However, I do have my own \u201cinterpretations\u201d and \u201cextensions\u201d of the theory in actual practice which I wish to share. I will use the diagram below which shows the context for coaching.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
You can see the \u201ccircles of influence\u201d around the coachee which would have a bearing on coaching and its effectiveness. We will cover each of these circles with examples. Note that the coach\u2019s experience, beliefs and perceptions are also significant in the context in addition to his skills for coaching.<\/p>\n\n\n\n
Circle #1: Are all situations \u201ccoaching situations\u201d?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The first circle of influence is the coaching situation faced by the coachee at work. For example, it could be that he is recently promoted and finds gaining acceptance in his team a challenge.<\/p>\n\n\n\n
The question is whether all such work situations are amenable for coaching - whether you are the manager of the coachee or an external coach. If you follow the \u201ctheory\u201d (that is Whitmore), a coaching style can become the default management style of the entire organization for all occasions.<\/p>\n\n\n\n
In other words, all manager-reportee interactions can naturally follow the coaching style \u2013 the manager following the sequence of helping his reportee to identify the goal he is seeking to achieve, assess the current state of affairs, consider the available options to achieve the goal and making the commitment-making to make it happen.<\/p>\n\n\n\n
That is all very well, but what if you are a commando fighting a guerrilla war in a jungle and see a metal tube from the foliage pointing at you. Your commander (\u201cmanager\u201d) is not going to coach you through the situation, is he?<\/p>\n\n\n\n
There are also other equivalent (but less extreme) situations at work when time is of essence and all that the coachee needs is information or simple direction (like for example, how to balance staff loading in a project schedule).<\/p>\n\n\n\n
So, my interpretation of theory is that there is better pay-off of coaching in some situations than others. However, there are many, many work situations wherein the quality of work<\/b> or results<\/b> is very important, the learning<\/b> for the coachee very important and it is not an emergency<\/b>. Coaching is very relevant in those cases.<\/p>\n\n\n\n
Circle #2: Are people always receptive to coaching?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The next circle of influence is relating to how receptive people are to coaching even if their work situation was amenable for it.<\/p>\n\n\n\n
Are they motivated enough to become more aware<\/b> and take responsibility<\/b> by themselves and not just because their employer has enrolled them in a training & coaching program?<\/p>\n\n\n\n
Maslow\u2019s theory is that motivation is linked to the stage an individual is at in a hierarchy of needs (see diagram below from Whitmore\u2019s Coaching for Performance). Note that Whitmore has split Maslow\u2019s Esteem stage into two \u2013 Esteem from others and Self-esteem.<\/p>\n\n\n\n
At the stage of Esteem from others, one is looking \u201cexternal\u201d recognition and prestige as motivators. At the stage of Self-esteem, external motivators tend to become less important. More important is the need to make a difference and being empowered to do so enhancing self-esteem. This self-esteem stage is where coaching makes the biggest impact for personal growth.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
Source: Coaching for Performance by John Whitmore<\/i><\/p>\n\n\n\n
There are a few more \u201ccircles\u201d to cover which we will in Part II of the article.<\/p>\n\n\n\n
Till then...<\/p>\n","post_title":"Journey of a coach - theory & practice (Part I)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-i","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:34","post_modified_gmt":"2024-01-29 10:55:34","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1521,"post_author":"26","post_date":"2014-10-30 10:57:02","post_date_gmt":"2014-10-30 05:27:02","post_content":"\n
$\"Network_whenhow2\"$ <\/a><\/figure>\n\n\n\n
One is never without a network and if you are reading this - it may be more to know how to grow it and\/or to overcome obstacles, often due to one's level comfort with so called \"networking\".<\/p>\n\n\n\n
If you look at how you:<\/p>\n\n\n\n
\n
got the opportunity to work in your current position<\/li>\n\n\n\n
got into your college\/school<\/li>\n\n\n\n
got your house on rent or bought your apartment<\/li>\n<\/ul>\n\n\n\n
you will see that a network - formal, informal or virtual (internet based) was at play.<\/p>\n\n\n\n
I will focus on growing your professional network and a few simple steps for it and not delve into specifics of social media, as all of you would be familiar with it.<\/p>\n\n\n\n
First, start with your existing network - which will be your current and past colleagues, your college and school alumni, friends and family. See that you stay in touch with them, by meeting them up or electronically, if you are not in touch start right away. Sending greetings for important occasions, festivals and events is a good way to start. Make it a point to call a few of them over the commute\/ weekends and work on the complete list slowly and steadily, start at top the list again once you complete it.<\/p>\n\n\n\n
What if you need to ask for a reference or a favor from a person with whom you are not in regular touch. The best way to is to be honest, there is no point in coming up with a phony reason to get in touch with them and ask for what you want. Your honesty will be appreciated, after that do thank them and make an effort to stay in touch with them. See that your nurture this set of contacts where you have already made a start.<\/p>\n\n\n\n
Once, when I was looking out for a job using my network, I made it a point to call and thank all those who forwarded my resume to their contacts and I sent a book as a gift to thank all those contacts whose help took me to the interview stage. I did it without any motive and what amazed me was the warmth from these contacts in all my future interactions.<\/p>\n\n\n\n
Second area to focus on are the professional events - there will be events where your technical or managerial domain will be the focus. You may be sponsored\/encouraged by your organizations to attend them, do not let is pass citing an excuse of being busy. Do make time to attend a few of them. If you find that you do not have this opportunity then see that you find such events and enroll yourself.<\/p>\n\n\n\n
In my experience these events certainly help you make a few contacts, you will always find a few persons whom you will find interesting and knowledgeable and connect effortlessly. The key is to nurture this - see that you follow-up with a mail and\/or a call.<\/p>\n\n\n\n
If you are the type who feels inhibited to make an opening, then do not worry. I was advised by one of my mentors to just listen and not worry about talking and enjoy being there. If you listen and observe intently you will find yourself talking soon. Your focus on the interactions and not on your perceived ability, does the trick. Try it a couple of times and see for yourself.<\/p>\n\n\n\n
Lastly, for anything to succeed one has to have the desire, then comes the effort and discipline for achieving it. A small progress or a step with positive result, is the best encouragement for you to strive towards your goals. Do ponder on your actions and results to stay focused on continuing to do this.<\/p>\n\n\n\n
One related question I hear from many of my coachees is \"visibility\" within the organization. More on that in a later post.<\/p>\n","post_title":"Networking - when and how to begin?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"networking-when-and-how-to-begin","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:58","post_modified_gmt":"2024-01-29 14:50:58","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1521","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1517,"post_author":"30","post_date":"2014-10-29 09:30:26","post_date_gmt":"2014-10-29 04:00:26","post_content":"\n
$\"sell-it\"$ <\/a><\/figure>\n\n\n\n
As a child, I used to come up with various ideas for almost anything, and ask for Rs. 1000\/- per idea. Being a child, nobody would want to pay money, that too a thousand Rupees \u2013 but, I would get something else as an appreciation for my efforts. A toffee, a cone ice cream etc.<\/p>\n\n\n\n
Further on, when I used to be active in small groups, selling was more of ideas and to get the team to converge on something, that the group can take as an action.<\/p>\n\n\n\n
As a team leader, I needed to sell the vision of the project to the team, to get everybody\u2019s buy in.<\/p>\n\n\n\n
More recently, I have been in contact with many aspiring and active entrepreneurs. Selling is something that they do with every breath.<\/p>\n\n\n\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 10 of 12 Previous 1 … 9 10 11 12 Next

\n
This is where the first intervention from coach is needed, coax them to do detailed planning i.e., break down the stories into tasks and corresponding effort estimates. Insist that the entire team be involved and ensure that they balance the work they are taking up with the capacity the team has. Here is where they get to see one of the characteristics of Scrum \u2013 uncovering the problems at the earliest, and as a coach one should ensure that they become aware of it.<\/p>\n\n\n\n
$\"Sprint_Plan_1\"$ <\/figure>\n\n\n\n
Few things they discover:
- there may not be enough Analysis\/Dev\/DBA\/QA capacity in the team
- some of the team may not be fully utilized
- as they break down stories to tasks they realize that some stories cannot be completed, due to external dependencies, that is unlikely to be fulfilled.
- they may require more information from the PO.
- lastly the entire team gains an understanding what is planned to be accomplished.<\/p>\n\n\n\n
And it is interesting to see how they work around this:
- make use of team members not fully utilized to accomplish some of the tasks.
- the above at times involves redistributing the work, so that team members volunteering outside their domain, can take up relatively simpler tasks.
- go back to PO\/stakeholders and try to get the dependencies resolved or pick another story, this one requires a push from coach.
- get clarity on requirements from PO, this has to happen the next day.
- re-adjust the sprint backlog taking the above into account.<\/p>\n\n\n\n
$\"Sprint_Plan_2\"$ <\/figure>\n\n\n\n
At times guidelines are adhered to, planning sessions is time-boxed, they assume that all planning needs to happen in one sitting. Here is where, as a coach, one has to make them see the \"why\" behind a particular step, \"what\" outcome is desired? The outcome of having a proper Sprint Plan is more important than accomplishing it a single time-boxed session.<\/p>\n\n\n\n
As they complete this they realize that in past sprints, they grappled with these issues, towards the end of the sprint. Now they have ample time to cope with it \u2013 the benefit of Scrum uncovering problems earlier is leveraged.<\/p>\n\n\n\n
There is reluctance to do task effort estimates. In the traditional planning task estimates are done for entire project even with some requirements not being clear. This would have resulted in lot of waste, this coupled with notion that agile means no planning is the major cause of the reluctance. As a coach, one needs to highlight that there is better clarity on requirements and it is being done for just a sprint, so there is no waste. The reluctance is also due to lack of understanding of the difference between story point, size and effort estimates, this needs to be addressed.<\/p>\n\n\n\n
At this juncture the team is ready to make and take on the commitment with higher confidence. You can see the related blog on retrospectives.<\/p>\n","post_title":"Initial coaching interventions for Sprint Planning","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"initial-coaching-interventions-for-sprint-planning","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:24","post_modified_gmt":"2024-01-29 14:50:24","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3339","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1519,"post_author":"33","post_date":"2014-11-09 12:15:54","post_date_gmt":"2014-11-09 06:45:54","post_content":"\n
$\"\"\/$ <\/figure>\n\n\n\n
  <\/p>\n\n\n\n
Leaders have only two jobs:<\/p>\n\n\n\n
1) Getting work done<\/p>\n\n\n\n
2) Growing the people<\/p>\n\n\n\n
Coaching as a leadership\/management style achieves both.<\/p>\n\n\n\n
With Command & Control approach, managers may get the work done in the short term, by force. But that might have negative impacts on the team in terms of :<\/p>\n\n\n\n
- Lack of ownership<\/p>\n\n\n\n
- Low motivation<\/p>\n\n\n\n
- Poor quality output<\/p>\n\n\n\n
- Low productivity<\/p>\n\n\n\n
- Missed schedules etc.<\/p>\n\n\n\n
Command & Control might also impact development of team members negatively. Teams might wait for manager to give instruction. They might hesitate to take initiative as it might get overruled by the manager. They might stop thinking new & innovative ideas as the manager will always tell them what to do.<\/p>\n\n\n\n
On the other hand, with Coaching as the leadership style, managers will empower the team members to come out with new ideas, solutions and encourage them to implement them. They will help the team members to discover their strengths by asking questions & challenging them. This builds motivation and ownership in the team members.<\/p>\n\n\n\n
Having said that, there are situations where Managers need to use command & control approaches. For example, in a fire fighting situation where extremely quick response in needed. There will be a need for different approaches for different team members \u2013 someone may need more directive input & constant oversight and someone may need a lot of freedom.<\/p>\n\n\n\n
A good leader is one who has high self awareness, self-regulation, self-motivation and empathy through which he\/she can sense and respond differently, in a conscious way, to different situations & different people.<\/p>\n\n\n\n
However, to be a good Leader, coaching way of management style should be the most natural approach and command & control should be the exception.<\/p>\n","post_title":"Coaching vs Command & Control style of Management","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"coaching-vs-command-control-style-of-management","to_ping":"","pinged":"","post_modified":"2024-01-29 15:34:20","post_modified_gmt":"2024-01-29 15:34:20","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1519","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1456,"post_author":"31","post_date":"2014-11-09 12:15:37","post_date_gmt":"2014-11-09 06:45:37","post_content":"\n
In an earlier article \u201cJourney of a coach \u2013 theory & practice (Part I)<\/a>, we introduced the \u201ccircles of influence\u201d which form the context (see diagram below) for coaching process.<\/p>\n\n\n\n
$\"image\"$ <\/a> The circles in the diagram above have a significant bearing on coaching effectiveness and need to be addressed by the coach using the theory of coaching (such as Whitmore\u2019s book on \u201cCoaching for Performance\u201d). In the case of some circles, the theory may \u201cend\u201d at some point and the coach will have \u201cinterpret\u201d and \u201cextend\u201d it for the specific coachee situation at hand.<\/p>\n\n\n\n
We covered the following in Part I of this article:<\/p>\n\n\n\n
\u00b7 Circle #1: Are all situations \u201ccoaching situations\u201d?<\/p>\n\n\n\n
\u00b7 Circle #2: Are people always receptive to coaching?<\/p>\n\n\n\n
In this Part II, we will cover the two remaining circles.<\/p>\n\n\n\n
Circle #3: Are coaches sometimes helpless?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
Circle #3 above regarding \u201cbeliefs, perceptions and personal circumstances\u201d can actually be quite a hard shell hindering coaching progress. But it is often an invisible hard shell because people will share only so much of their innermost beliefs and personal circumstances even though they are impacting their work performance. Coaches make chance discoveries of this shell in the Reality check part (that is, the current state of affairs that needs to improve to meet the Goal) of the Goal-Reality-Options-Will (GROW) model of Whitmore. Here are examples:<\/p>\n\n\n\n
\u00b7 A coachee once candidly admitted that he was himself the reason for his declining performance at work. The reason was that his family was going through his sister\u2019s painful divorce in the US and her life coming back to India. He just could not go about work as usual<\/p>\n\n\n\n
\u00b7 A second coachee had a lot of issues with his manager. He felt that the manager\u2019s lack of domain knowledge resulted in his not realizing & recognizing the value of the coachee\u2019s work. In addition, the coachee seemed to indicate that lack of recognition of his work had to do with his belonging to a minority religious community in India<\/p>\n\n\n\n
\u00b7 Yet another coachee told my colleague (also a Performance Coach) that her problems arose because her boss was an inveterate woman-hater<\/p>\n\n\n\n
These are situations of tight-rope walking for a performance coach! In situations of personal crisis, the coach may only help by sympathetic and patient listening. This may help the coachee more than one would think \u2013 just getting the problem \u201coff his chest\u201d often helps and relieves stress. Being less stressed, he may be able to come to grips with his personal predicament and deal with it better. However, coachee\u2019s entrenched beliefs on, say, religion and gender can be very challenging for the coach to deal with. Some deep-rooted beliefs may indicate pathology needing help from a trained therapist \u2013 far beyond the scope of performance coaching and the ability of the coach.<\/p>\n\n\n\n
Circle #4: Is the coachee\u2019s work environment conducive?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The last circle of influence is the coachee\u2019s work. Sometimes, people have told me that they are \u201cstuck\u201d in positions \u2013 say, \u201croutine\u201d software bug fixing and maintenance where there is really no scope for \u201clearning, enjoyment and fulfillment\u201d (you may like to read My Team is not motivated!!!<\/a> by my colleague Prasanna Moses on this). Most of us would agree that there is far less drudgery at work in today\u2019s knowledge-centric world than even just 30 years ago. We would also agree that there is no such thing as 100% \u201csexy\u201d work (unless of course, you are doing breakthrough work of your calling \u2013 say, in quantum computing). So, when coachees complain about their current work\/role and the lack of sexiness thereof, I ask them questions about what makes it boring, what they can do about it and so on \u2013 hopefully making them better aware of interesting possibilities in what they were doing. In some cases, people have hinted to me that they are considering quitting their \u201cboring\u201d job and looking for a reaction. Under such circumstances, to be fair to the coachee and to the coachee\u2019s employer (who is paying my fees!), I would say the best option is to ask the coachee questions exploring his rationale for leaving (without being judgmental on whether it is right or wrong) \u2013 like what does he think leaving the job will achieve, how will it get him closer to his goals, how is he sure that the same problems would not repeat themselves in the new organization and so on. The ultimate decision should be the coachee\u2019s based on introspection triggered by your questions. He may still choose to quit \u2013 but that is another matter! As far as you are concerned as a coach, you have played it fair & square. It is not unthinkable that you as the coach may actually agree with his rationale for seeking another job!<\/p>\n\n\n\n
A related aspect is also the organizational environment in which the coachee works \u2013 over & above his immediate work\/role discussed above. In sports coaching, the strong individual motivation is a given and the coachee has a great deal of control over what he can and cannot do to enhance his performance. The circumstances for software project managers are different. Their GROW model is in the context of an organization with its culture, policies, processes and so on. As a coach, I have encountered some real challenges here \u2013 the Project Manager may be aspiring to do something of value in his project but his line management and work environment may not be supportive. Some organizational policies can be insensitive to people and even draconian. In one software development organization, if project team members logged in less than 40 hours per week of approved work, there would be automatic cuts in their pay while the significant additional work needed at other times went scarcely noticed! How can one be expected to learn and enjoy their work in such an environment? In such cases, we do bring it up with the line management for addressing them and offer our help as well. To be honest, it worked sometimes and it did not in as many cases.<\/p>\n\n\n\n
In summary, as a practicing coach, you are bound to run into situations like the ones above which make you stop and ponder as to what extent theory can lead practice! You may need to introspect and think of newer ways of extending \u201ctheory\u201d or just use good old common sense and move on! At PM Power, we have the coaches\u2019 conclave where these situations are discussed to see how best to help the coachee considering all the circles of influence. It has significantly helped our coaches in specific situations and in honing their coaching skills in general.<\/p>\n\n\n\n
We invite you to share your coaching experiences (as a coach or a coachee) and we would be happy to share our perspectives which may be of help. You may reach us at info@pm-powerconsulting.com.<\/p>\n","post_title":"Journey of a coach - theory & practice (Part II)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-ii","to_ping":"","pinged":"","post_modified":"2024-01-29 10:54:32","post_modified_gmt":"2024-01-29 10:54:32","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1456","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1514,"post_author":"31","post_date":"2014-11-02 12:24:22","post_date_gmt":"2014-11-02 06:54:22","post_content":"\n
A speaker finishes a great speech \u2013 at least, HE thinks it is great! He then asks, \u201cAny questions?\u201d What does he expect? If I were him, I would expect the audience to demonstrate a level of understanding of what the speech was all about and ask meaningful questions - clarifying the ground covered and even extending from there.<\/p>\n\n\n\n
These are situations where one actually wants to be questioned to get a sense a satisfaction that the effort (the speech, in this case) has been worthwhile. But there are other situations where being questioned has a very negative connotation. It implies questioning the ability of the person being questioned or the work that he has done.<\/p>\n\n\n\n
The important thing is that the intent of questioning should be to seek understanding rather than putting down someone. Hence, even the tone of questioning is very important. Consider the difference between, \u201cWhy did you do THAT?\u201d and \u201cWhat are your reasons for doing THAT?\u201d<\/p>\n\n\n\n
The tone of the former question is judgmental while the same question asked differently demonstrates an openness and a neutral tone. The tone is important because it can either put people off & make them defensive or it can make them relaxed and explain their rationale for an idea or a course of action.<\/p>\n\n\n\n
From the above, it follows that there is a big difference between \u201cquestioning\u201d and \u201casking questions\u201d.<\/p>\n\n\n\n
$\"image\"$ <\/figure>\n\n\n\n
In the work context, a manager who adopts an approach of \u201casking questions\u201d enables an environment where his reportees apply their mind to the situation at hand and exercise their best judgment on the right course of action.<\/p>\n\n\n\n
The manager can use questions to expand the reportee\u2019s thinking and make him aware of aspects he may not have thought of (instead of just instructing him what to do).<\/p>\n\n\n\n
Hence asking questions contributes to the reportee\u2019s overall development and ability to deal with situations with minimal oversight. Equally important, it enables greater responsibility on the part of the reportee so that the implementation aspects of his suggestions are fully owned by him.<\/p>\n\n\n\n
Through this, the manager\u2019s time is also freed up from routine oversight functions to take up important but not urgent tasks.<\/p>\n\n\n\n
In a highly dynamic world, the approach of \u201casking questions\u201d is not just \u201ca nice to have\u201d but an imperative to empower people and ensure that the organization as a whole responds fast to changes in the environment.<\/p>\n\n\n\n
\u201cAsking questions\u201d is an essential part of the tool set of a coach who may be the line manager himself. You consciously adopt the approach for improving the \u201cawareness\u201d of the coachee and therefore, open his mind to his perceptions & other possibilities and take \u201cresponsibility\u201d for the options for actions that he chooses.<\/p>\n\n\n\n
Finally, adopting the approach of \u201casking questions\u201d needs a complementing skill which is ACTIVE listening. A coach cannot sustain a session of asking questions without actually listening well, understanding and re-phrasing of what the coachee says.<\/p>\n\n\n\n
As with most things in life, practice makes perfect \u2013 it takes time and experience to hone the approach of asking questions and the skill of active listening. But they can indeed be developed for individual and organizational benefit. The time to start is NOW!<\/p>\n","post_title":"Questioning and Asking Questions - what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"questioning-and-asking-questions-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:02","post_modified_gmt":"2024-01-29 10:55:02","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1514","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1448,"post_author":"31","post_date":"2014-11-02 06:59:09","post_date_gmt":"2014-11-02 01:29:09","post_content":"\n
This article is part of the series on \u201cJourney of a coach\u201d covering my experiences as a performance coach. You may have the read an earlier article in the series on \u201cJourney of a coach \u2013 the beginning\u201d<\/a>. The journey continues here...<\/p>\n\n\n\n
Yogi Berra, New York Yankees baseball player (arguably the best catcher of all time) said, \u201cIn theory, there is no difference between theory & practice. But in practice, there is!\u201d So, this article is about the theory & practice of coaching for performance \u2013 not baseball players but people managing software projects.<\/p>\n\n\n\n
In my context, the \u201ctheory\u201d was mostly \u201cCoaching for Performance\u201d by John Whitmore (by the way, there is another article of mine on Whitmore<\/a> if you are interested). The \u201cpractice\u201d was, of course, my actual experiences over the years.<\/p>\n\n\n\n
A caveat \u2013 I am not here to debunk theory and hail practice - as a cardiac surgeon might! I have a great deal of respect for Whitmore\u2019s book on Coaching for Performance. The book provided a solid reference and a practical guide for my work as a coach all these years.<\/p>\n\n\n\n
However, I do have my own \u201cinterpretations\u201d and \u201cextensions\u201d of the theory in actual practice which I wish to share. I will use the diagram below which shows the context for coaching.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
You can see the \u201ccircles of influence\u201d around the coachee which would have a bearing on coaching and its effectiveness. We will cover each of these circles with examples. Note that the coach\u2019s experience, beliefs and perceptions are also significant in the context in addition to his skills for coaching.<\/p>\n\n\n\n
Circle #1: Are all situations \u201ccoaching situations\u201d?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The first circle of influence is the coaching situation faced by the coachee at work. For example, it could be that he is recently promoted and finds gaining acceptance in his team a challenge.<\/p>\n\n\n\n
The question is whether all such work situations are amenable for coaching - whether you are the manager of the coachee or an external coach. If you follow the \u201ctheory\u201d (that is Whitmore), a coaching style can become the default management style of the entire organization for all occasions.<\/p>\n\n\n\n
In other words, all manager-reportee interactions can naturally follow the coaching style \u2013 the manager following the sequence of helping his reportee to identify the goal he is seeking to achieve, assess the current state of affairs, consider the available options to achieve the goal and making the commitment-making to make it happen.<\/p>\n\n\n\n
That is all very well, but what if you are a commando fighting a guerrilla war in a jungle and see a metal tube from the foliage pointing at you. Your commander (\u201cmanager\u201d) is not going to coach you through the situation, is he?<\/p>\n\n\n\n
There are also other equivalent (but less extreme) situations at work when time is of essence and all that the coachee needs is information or simple direction (like for example, how to balance staff loading in a project schedule).<\/p>\n\n\n\n
So, my interpretation of theory is that there is better pay-off of coaching in some situations than others. However, there are many, many work situations wherein the quality of work<\/b> or results<\/b> is very important, the learning<\/b> for the coachee very important and it is not an emergency<\/b>. Coaching is very relevant in those cases.<\/p>\n\n\n\n
Circle #2: Are people always receptive to coaching?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The next circle of influence is relating to how receptive people are to coaching even if their work situation was amenable for it.<\/p>\n\n\n\n
Are they motivated enough to become more aware<\/b> and take responsibility<\/b> by themselves and not just because their employer has enrolled them in a training & coaching program?<\/p>\n\n\n\n
Maslow\u2019s theory is that motivation is linked to the stage an individual is at in a hierarchy of needs (see diagram below from Whitmore\u2019s Coaching for Performance). Note that Whitmore has split Maslow\u2019s Esteem stage into two \u2013 Esteem from others and Self-esteem.<\/p>\n\n\n\n
At the stage of Esteem from others, one is looking \u201cexternal\u201d recognition and prestige as motivators. At the stage of Self-esteem, external motivators tend to become less important. More important is the need to make a difference and being empowered to do so enhancing self-esteem. This self-esteem stage is where coaching makes the biggest impact for personal growth.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
Source: Coaching for Performance by John Whitmore<\/i><\/p>\n\n\n\n
There are a few more \u201ccircles\u201d to cover which we will in Part II of the article.<\/p>\n\n\n\n
Till then...<\/p>\n","post_title":"Journey of a coach - theory & practice (Part I)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-i","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:34","post_modified_gmt":"2024-01-29 10:55:34","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1521,"post_author":"26","post_date":"2014-10-30 10:57:02","post_date_gmt":"2014-10-30 05:27:02","post_content":"\n
$\"Network_whenhow2\"$ <\/a><\/figure>\n\n\n\n
One is never without a network and if you are reading this - it may be more to know how to grow it and\/or to overcome obstacles, often due to one's level comfort with so called \"networking\".<\/p>\n\n\n\n
If you look at how you:<\/p>\n\n\n\n
\n
got the opportunity to work in your current position<\/li>\n\n\n\n
got into your college\/school<\/li>\n\n\n\n
got your house on rent or bought your apartment<\/li>\n<\/ul>\n\n\n\n
you will see that a network - formal, informal or virtual (internet based) was at play.<\/p>\n\n\n\n
I will focus on growing your professional network and a few simple steps for it and not delve into specifics of social media, as all of you would be familiar with it.<\/p>\n\n\n\n
First, start with your existing network - which will be your current and past colleagues, your college and school alumni, friends and family. See that you stay in touch with them, by meeting them up or electronically, if you are not in touch start right away. Sending greetings for important occasions, festivals and events is a good way to start. Make it a point to call a few of them over the commute\/ weekends and work on the complete list slowly and steadily, start at top the list again once you complete it.<\/p>\n\n\n\n
What if you need to ask for a reference or a favor from a person with whom you are not in regular touch. The best way to is to be honest, there is no point in coming up with a phony reason to get in touch with them and ask for what you want. Your honesty will be appreciated, after that do thank them and make an effort to stay in touch with them. See that your nurture this set of contacts where you have already made a start.<\/p>\n\n\n\n
Once, when I was looking out for a job using my network, I made it a point to call and thank all those who forwarded my resume to their contacts and I sent a book as a gift to thank all those contacts whose help took me to the interview stage. I did it without any motive and what amazed me was the warmth from these contacts in all my future interactions.<\/p>\n\n\n\n
Second area to focus on are the professional events - there will be events where your technical or managerial domain will be the focus. You may be sponsored\/encouraged by your organizations to attend them, do not let is pass citing an excuse of being busy. Do make time to attend a few of them. If you find that you do not have this opportunity then see that you find such events and enroll yourself.<\/p>\n\n\n\n
In my experience these events certainly help you make a few contacts, you will always find a few persons whom you will find interesting and knowledgeable and connect effortlessly. The key is to nurture this - see that you follow-up with a mail and\/or a call.<\/p>\n\n\n\n
If you are the type who feels inhibited to make an opening, then do not worry. I was advised by one of my mentors to just listen and not worry about talking and enjoy being there. If you listen and observe intently you will find yourself talking soon. Your focus on the interactions and not on your perceived ability, does the trick. Try it a couple of times and see for yourself.<\/p>\n\n\n\n
Lastly, for anything to succeed one has to have the desire, then comes the effort and discipline for achieving it. A small progress or a step with positive result, is the best encouragement for you to strive towards your goals. Do ponder on your actions and results to stay focused on continuing to do this.<\/p>\n\n\n\n
One related question I hear from many of my coachees is \"visibility\" within the organization. More on that in a later post.<\/p>\n","post_title":"Networking - when and how to begin?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"networking-when-and-how-to-begin","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:58","post_modified_gmt":"2024-01-29 14:50:58","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1521","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1517,"post_author":"30","post_date":"2014-10-29 09:30:26","post_date_gmt":"2014-10-29 04:00:26","post_content":"\n
$\"sell-it\"$ <\/a><\/figure>\n\n\n\n
As a child, I used to come up with various ideas for almost anything, and ask for Rs. 1000\/- per idea. Being a child, nobody would want to pay money, that too a thousand Rupees \u2013 but, I would get something else as an appreciation for my efforts. A toffee, a cone ice cream etc.<\/p>\n\n\n\n
Further on, when I used to be active in small groups, selling was more of ideas and to get the team to converge on something, that the group can take as an action.<\/p>\n\n\n\n
As a team leader, I needed to sell the vision of the project to the team, to get everybody\u2019s buy in.<\/p>\n\n\n\n
More recently, I have been in contact with many aspiring and active entrepreneurs. Selling is something that they do with every breath.<\/p>\n\n\n\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 10 of 12 Previous 1 … 9 10 11 12 Next

\n
The Product Owner (PO), who is not co-located in most of the teams will participate in Sprint Planning and along with the Scrum Master and team pick a set of stories to be done in the Sprint. After this the team jumps into doing the work. Detailed Sprint Planning is given a miss as PO will not be available for the entire duration and the team reluctant to do task based estimate for variety of reasons, if they do it is done by a few senior members of the team.<\/p>\n\n\n\n
This is where the first intervention from coach is needed, coax them to do detailed planning i.e., break down the stories into tasks and corresponding effort estimates. Insist that the entire team be involved and ensure that they balance the work they are taking up with the capacity the team has. Here is where they get to see one of the characteristics of Scrum \u2013 uncovering the problems at the earliest, and as a coach one should ensure that they become aware of it.<\/p>\n\n\n\n
$\"Sprint_Plan_1\"$ <\/figure>\n\n\n\n
Few things they discover:
- there may not be enough Analysis\/Dev\/DBA\/QA capacity in the team
- some of the team may not be fully utilized
- as they break down stories to tasks they realize that some stories cannot be completed, due to external dependencies, that is unlikely to be fulfilled.
- they may require more information from the PO.
- lastly the entire team gains an understanding what is planned to be accomplished.<\/p>\n\n\n\n
And it is interesting to see how they work around this:
- make use of team members not fully utilized to accomplish some of the tasks.
- the above at times involves redistributing the work, so that team members volunteering outside their domain, can take up relatively simpler tasks.
- go back to PO\/stakeholders and try to get the dependencies resolved or pick another story, this one requires a push from coach.
- get clarity on requirements from PO, this has to happen the next day.
- re-adjust the sprint backlog taking the above into account.<\/p>\n\n\n\n
$\"Sprint_Plan_2\"$ <\/figure>\n\n\n\n
At times guidelines are adhered to, planning sessions is time-boxed, they assume that all planning needs to happen in one sitting. Here is where, as a coach, one has to make them see the \"why\" behind a particular step, \"what\" outcome is desired? The outcome of having a proper Sprint Plan is more important than accomplishing it a single time-boxed session.<\/p>\n\n\n\n
As they complete this they realize that in past sprints, they grappled with these issues, towards the end of the sprint. Now they have ample time to cope with it \u2013 the benefit of Scrum uncovering problems earlier is leveraged.<\/p>\n\n\n\n
There is reluctance to do task effort estimates. In the traditional planning task estimates are done for entire project even with some requirements not being clear. This would have resulted in lot of waste, this coupled with notion that agile means no planning is the major cause of the reluctance. As a coach, one needs to highlight that there is better clarity on requirements and it is being done for just a sprint, so there is no waste. The reluctance is also due to lack of understanding of the difference between story point, size and effort estimates, this needs to be addressed.<\/p>\n\n\n\n
At this juncture the team is ready to make and take on the commitment with higher confidence. You can see the related blog on retrospectives.<\/p>\n","post_title":"Initial coaching interventions for Sprint Planning","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"initial-coaching-interventions-for-sprint-planning","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:24","post_modified_gmt":"2024-01-29 14:50:24","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3339","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1519,"post_author":"33","post_date":"2014-11-09 12:15:54","post_date_gmt":"2014-11-09 06:45:54","post_content":"\n
$\"\"\/$ <\/figure>\n\n\n\n
  <\/p>\n\n\n\n
Leaders have only two jobs:<\/p>\n\n\n\n
1) Getting work done<\/p>\n\n\n\n
2) Growing the people<\/p>\n\n\n\n
Coaching as a leadership\/management style achieves both.<\/p>\n\n\n\n
With Command & Control approach, managers may get the work done in the short term, by force. But that might have negative impacts on the team in terms of :<\/p>\n\n\n\n
- Lack of ownership<\/p>\n\n\n\n
- Low motivation<\/p>\n\n\n\n
- Poor quality output<\/p>\n\n\n\n
- Low productivity<\/p>\n\n\n\n
- Missed schedules etc.<\/p>\n\n\n\n
Command & Control might also impact development of team members negatively. Teams might wait for manager to give instruction. They might hesitate to take initiative as it might get overruled by the manager. They might stop thinking new & innovative ideas as the manager will always tell them what to do.<\/p>\n\n\n\n
On the other hand, with Coaching as the leadership style, managers will empower the team members to come out with new ideas, solutions and encourage them to implement them. They will help the team members to discover their strengths by asking questions & challenging them. This builds motivation and ownership in the team members.<\/p>\n\n\n\n
Having said that, there are situations where Managers need to use command & control approaches. For example, in a fire fighting situation where extremely quick response in needed. There will be a need for different approaches for different team members \u2013 someone may need more directive input & constant oversight and someone may need a lot of freedom.<\/p>\n\n\n\n
A good leader is one who has high self awareness, self-regulation, self-motivation and empathy through which he\/she can sense and respond differently, in a conscious way, to different situations & different people.<\/p>\n\n\n\n
However, to be a good Leader, coaching way of management style should be the most natural approach and command & control should be the exception.<\/p>\n","post_title":"Coaching vs Command & Control style of Management","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"coaching-vs-command-control-style-of-management","to_ping":"","pinged":"","post_modified":"2024-01-29 15:34:20","post_modified_gmt":"2024-01-29 15:34:20","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1519","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1456,"post_author":"31","post_date":"2014-11-09 12:15:37","post_date_gmt":"2014-11-09 06:45:37","post_content":"\n
In an earlier article \u201cJourney of a coach \u2013 theory & practice (Part I)<\/a>, we introduced the \u201ccircles of influence\u201d which form the context (see diagram below) for coaching process.<\/p>\n\n\n\n
$\"image\"$ <\/a> The circles in the diagram above have a significant bearing on coaching effectiveness and need to be addressed by the coach using the theory of coaching (such as Whitmore\u2019s book on \u201cCoaching for Performance\u201d). In the case of some circles, the theory may \u201cend\u201d at some point and the coach will have \u201cinterpret\u201d and \u201cextend\u201d it for the specific coachee situation at hand.<\/p>\n\n\n\n
We covered the following in Part I of this article:<\/p>\n\n\n\n
\u00b7 Circle #1: Are all situations \u201ccoaching situations\u201d?<\/p>\n\n\n\n
\u00b7 Circle #2: Are people always receptive to coaching?<\/p>\n\n\n\n
In this Part II, we will cover the two remaining circles.<\/p>\n\n\n\n
Circle #3: Are coaches sometimes helpless?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
Circle #3 above regarding \u201cbeliefs, perceptions and personal circumstances\u201d can actually be quite a hard shell hindering coaching progress. But it is often an invisible hard shell because people will share only so much of their innermost beliefs and personal circumstances even though they are impacting their work performance. Coaches make chance discoveries of this shell in the Reality check part (that is, the current state of affairs that needs to improve to meet the Goal) of the Goal-Reality-Options-Will (GROW) model of Whitmore. Here are examples:<\/p>\n\n\n\n
\u00b7 A coachee once candidly admitted that he was himself the reason for his declining performance at work. The reason was that his family was going through his sister\u2019s painful divorce in the US and her life coming back to India. He just could not go about work as usual<\/p>\n\n\n\n
\u00b7 A second coachee had a lot of issues with his manager. He felt that the manager\u2019s lack of domain knowledge resulted in his not realizing & recognizing the value of the coachee\u2019s work. In addition, the coachee seemed to indicate that lack of recognition of his work had to do with his belonging to a minority religious community in India<\/p>\n\n\n\n
\u00b7 Yet another coachee told my colleague (also a Performance Coach) that her problems arose because her boss was an inveterate woman-hater<\/p>\n\n\n\n
These are situations of tight-rope walking for a performance coach! In situations of personal crisis, the coach may only help by sympathetic and patient listening. This may help the coachee more than one would think \u2013 just getting the problem \u201coff his chest\u201d often helps and relieves stress. Being less stressed, he may be able to come to grips with his personal predicament and deal with it better. However, coachee\u2019s entrenched beliefs on, say, religion and gender can be very challenging for the coach to deal with. Some deep-rooted beliefs may indicate pathology needing help from a trained therapist \u2013 far beyond the scope of performance coaching and the ability of the coach.<\/p>\n\n\n\n
Circle #4: Is the coachee\u2019s work environment conducive?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The last circle of influence is the coachee\u2019s work. Sometimes, people have told me that they are \u201cstuck\u201d in positions \u2013 say, \u201croutine\u201d software bug fixing and maintenance where there is really no scope for \u201clearning, enjoyment and fulfillment\u201d (you may like to read My Team is not motivated!!!<\/a> by my colleague Prasanna Moses on this). Most of us would agree that there is far less drudgery at work in today\u2019s knowledge-centric world than even just 30 years ago. We would also agree that there is no such thing as 100% \u201csexy\u201d work (unless of course, you are doing breakthrough work of your calling \u2013 say, in quantum computing). So, when coachees complain about their current work\/role and the lack of sexiness thereof, I ask them questions about what makes it boring, what they can do about it and so on \u2013 hopefully making them better aware of interesting possibilities in what they were doing. In some cases, people have hinted to me that they are considering quitting their \u201cboring\u201d job and looking for a reaction. Under such circumstances, to be fair to the coachee and to the coachee\u2019s employer (who is paying my fees!), I would say the best option is to ask the coachee questions exploring his rationale for leaving (without being judgmental on whether it is right or wrong) \u2013 like what does he think leaving the job will achieve, how will it get him closer to his goals, how is he sure that the same problems would not repeat themselves in the new organization and so on. The ultimate decision should be the coachee\u2019s based on introspection triggered by your questions. He may still choose to quit \u2013 but that is another matter! As far as you are concerned as a coach, you have played it fair & square. It is not unthinkable that you as the coach may actually agree with his rationale for seeking another job!<\/p>\n\n\n\n
A related aspect is also the organizational environment in which the coachee works \u2013 over & above his immediate work\/role discussed above. In sports coaching, the strong individual motivation is a given and the coachee has a great deal of control over what he can and cannot do to enhance his performance. The circumstances for software project managers are different. Their GROW model is in the context of an organization with its culture, policies, processes and so on. As a coach, I have encountered some real challenges here \u2013 the Project Manager may be aspiring to do something of value in his project but his line management and work environment may not be supportive. Some organizational policies can be insensitive to people and even draconian. In one software development organization, if project team members logged in less than 40 hours per week of approved work, there would be automatic cuts in their pay while the significant additional work needed at other times went scarcely noticed! How can one be expected to learn and enjoy their work in such an environment? In such cases, we do bring it up with the line management for addressing them and offer our help as well. To be honest, it worked sometimes and it did not in as many cases.<\/p>\n\n\n\n
In summary, as a practicing coach, you are bound to run into situations like the ones above which make you stop and ponder as to what extent theory can lead practice! You may need to introspect and think of newer ways of extending \u201ctheory\u201d or just use good old common sense and move on! At PM Power, we have the coaches\u2019 conclave where these situations are discussed to see how best to help the coachee considering all the circles of influence. It has significantly helped our coaches in specific situations and in honing their coaching skills in general.<\/p>\n\n\n\n
We invite you to share your coaching experiences (as a coach or a coachee) and we would be happy to share our perspectives which may be of help. You may reach us at info@pm-powerconsulting.com.<\/p>\n","post_title":"Journey of a coach - theory & practice (Part II)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-ii","to_ping":"","pinged":"","post_modified":"2024-01-29 10:54:32","post_modified_gmt":"2024-01-29 10:54:32","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1456","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1514,"post_author":"31","post_date":"2014-11-02 12:24:22","post_date_gmt":"2014-11-02 06:54:22","post_content":"\n
A speaker finishes a great speech \u2013 at least, HE thinks it is great! He then asks, \u201cAny questions?\u201d What does he expect? If I were him, I would expect the audience to demonstrate a level of understanding of what the speech was all about and ask meaningful questions - clarifying the ground covered and even extending from there.<\/p>\n\n\n\n
These are situations where one actually wants to be questioned to get a sense a satisfaction that the effort (the speech, in this case) has been worthwhile. But there are other situations where being questioned has a very negative connotation. It implies questioning the ability of the person being questioned or the work that he has done.<\/p>\n\n\n\n
The important thing is that the intent of questioning should be to seek understanding rather than putting down someone. Hence, even the tone of questioning is very important. Consider the difference between, \u201cWhy did you do THAT?\u201d and \u201cWhat are your reasons for doing THAT?\u201d<\/p>\n\n\n\n
The tone of the former question is judgmental while the same question asked differently demonstrates an openness and a neutral tone. The tone is important because it can either put people off & make them defensive or it can make them relaxed and explain their rationale for an idea or a course of action.<\/p>\n\n\n\n
From the above, it follows that there is a big difference between \u201cquestioning\u201d and \u201casking questions\u201d.<\/p>\n\n\n\n
$\"image\"$ <\/figure>\n\n\n\n
In the work context, a manager who adopts an approach of \u201casking questions\u201d enables an environment where his reportees apply their mind to the situation at hand and exercise their best judgment on the right course of action.<\/p>\n\n\n\n
The manager can use questions to expand the reportee\u2019s thinking and make him aware of aspects he may not have thought of (instead of just instructing him what to do).<\/p>\n\n\n\n
Hence asking questions contributes to the reportee\u2019s overall development and ability to deal with situations with minimal oversight. Equally important, it enables greater responsibility on the part of the reportee so that the implementation aspects of his suggestions are fully owned by him.<\/p>\n\n\n\n
Through this, the manager\u2019s time is also freed up from routine oversight functions to take up important but not urgent tasks.<\/p>\n\n\n\n
In a highly dynamic world, the approach of \u201casking questions\u201d is not just \u201ca nice to have\u201d but an imperative to empower people and ensure that the organization as a whole responds fast to changes in the environment.<\/p>\n\n\n\n
\u201cAsking questions\u201d is an essential part of the tool set of a coach who may be the line manager himself. You consciously adopt the approach for improving the \u201cawareness\u201d of the coachee and therefore, open his mind to his perceptions & other possibilities and take \u201cresponsibility\u201d for the options for actions that he chooses.<\/p>\n\n\n\n
Finally, adopting the approach of \u201casking questions\u201d needs a complementing skill which is ACTIVE listening. A coach cannot sustain a session of asking questions without actually listening well, understanding and re-phrasing of what the coachee says.<\/p>\n\n\n\n
As with most things in life, practice makes perfect \u2013 it takes time and experience to hone the approach of asking questions and the skill of active listening. But they can indeed be developed for individual and organizational benefit. The time to start is NOW!<\/p>\n","post_title":"Questioning and Asking Questions - what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"questioning-and-asking-questions-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:02","post_modified_gmt":"2024-01-29 10:55:02","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1514","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1448,"post_author":"31","post_date":"2014-11-02 06:59:09","post_date_gmt":"2014-11-02 01:29:09","post_content":"\n
This article is part of the series on \u201cJourney of a coach\u201d covering my experiences as a performance coach. You may have the read an earlier article in the series on \u201cJourney of a coach \u2013 the beginning\u201d<\/a>. The journey continues here...<\/p>\n\n\n\n
Yogi Berra, New York Yankees baseball player (arguably the best catcher of all time) said, \u201cIn theory, there is no difference between theory & practice. But in practice, there is!\u201d So, this article is about the theory & practice of coaching for performance \u2013 not baseball players but people managing software projects.<\/p>\n\n\n\n
In my context, the \u201ctheory\u201d was mostly \u201cCoaching for Performance\u201d by John Whitmore (by the way, there is another article of mine on Whitmore<\/a> if you are interested). The \u201cpractice\u201d was, of course, my actual experiences over the years.<\/p>\n\n\n\n
A caveat \u2013 I am not here to debunk theory and hail practice - as a cardiac surgeon might! I have a great deal of respect for Whitmore\u2019s book on Coaching for Performance. The book provided a solid reference and a practical guide for my work as a coach all these years.<\/p>\n\n\n\n
However, I do have my own \u201cinterpretations\u201d and \u201cextensions\u201d of the theory in actual practice which I wish to share. I will use the diagram below which shows the context for coaching.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
You can see the \u201ccircles of influence\u201d around the coachee which would have a bearing on coaching and its effectiveness. We will cover each of these circles with examples. Note that the coach\u2019s experience, beliefs and perceptions are also significant in the context in addition to his skills for coaching.<\/p>\n\n\n\n
Circle #1: Are all situations \u201ccoaching situations\u201d?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The first circle of influence is the coaching situation faced by the coachee at work. For example, it could be that he is recently promoted and finds gaining acceptance in his team a challenge.<\/p>\n\n\n\n
The question is whether all such work situations are amenable for coaching - whether you are the manager of the coachee or an external coach. If you follow the \u201ctheory\u201d (that is Whitmore), a coaching style can become the default management style of the entire organization for all occasions.<\/p>\n\n\n\n
In other words, all manager-reportee interactions can naturally follow the coaching style \u2013 the manager following the sequence of helping his reportee to identify the goal he is seeking to achieve, assess the current state of affairs, consider the available options to achieve the goal and making the commitment-making to make it happen.<\/p>\n\n\n\n
That is all very well, but what if you are a commando fighting a guerrilla war in a jungle and see a metal tube from the foliage pointing at you. Your commander (\u201cmanager\u201d) is not going to coach you through the situation, is he?<\/p>\n\n\n\n
There are also other equivalent (but less extreme) situations at work when time is of essence and all that the coachee needs is information or simple direction (like for example, how to balance staff loading in a project schedule).<\/p>\n\n\n\n
So, my interpretation of theory is that there is better pay-off of coaching in some situations than others. However, there are many, many work situations wherein the quality of work<\/b> or results<\/b> is very important, the learning<\/b> for the coachee very important and it is not an emergency<\/b>. Coaching is very relevant in those cases.<\/p>\n\n\n\n
Circle #2: Are people always receptive to coaching?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The next circle of influence is relating to how receptive people are to coaching even if their work situation was amenable for it.<\/p>\n\n\n\n
Are they motivated enough to become more aware<\/b> and take responsibility<\/b> by themselves and not just because their employer has enrolled them in a training & coaching program?<\/p>\n\n\n\n
Maslow\u2019s theory is that motivation is linked to the stage an individual is at in a hierarchy of needs (see diagram below from Whitmore\u2019s Coaching for Performance). Note that Whitmore has split Maslow\u2019s Esteem stage into two \u2013 Esteem from others and Self-esteem.<\/p>\n\n\n\n
At the stage of Esteem from others, one is looking \u201cexternal\u201d recognition and prestige as motivators. At the stage of Self-esteem, external motivators tend to become less important. More important is the need to make a difference and being empowered to do so enhancing self-esteem. This self-esteem stage is where coaching makes the biggest impact for personal growth.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
Source: Coaching for Performance by John Whitmore<\/i><\/p>\n\n\n\n
There are a few more \u201ccircles\u201d to cover which we will in Part II of the article.<\/p>\n\n\n\n
Till then...<\/p>\n","post_title":"Journey of a coach - theory & practice (Part I)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-i","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:34","post_modified_gmt":"2024-01-29 10:55:34","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1521,"post_author":"26","post_date":"2014-10-30 10:57:02","post_date_gmt":"2014-10-30 05:27:02","post_content":"\n
$\"Network_whenhow2\"$ <\/a><\/figure>\n\n\n\n
One is never without a network and if you are reading this - it may be more to know how to grow it and\/or to overcome obstacles, often due to one's level comfort with so called \"networking\".<\/p>\n\n\n\n
If you look at how you:<\/p>\n\n\n\n
\n
got the opportunity to work in your current position<\/li>\n\n\n\n
got into your college\/school<\/li>\n\n\n\n
got your house on rent or bought your apartment<\/li>\n<\/ul>\n\n\n\n
you will see that a network - formal, informal or virtual (internet based) was at play.<\/p>\n\n\n\n
I will focus on growing your professional network and a few simple steps for it and not delve into specifics of social media, as all of you would be familiar with it.<\/p>\n\n\n\n
First, start with your existing network - which will be your current and past colleagues, your college and school alumni, friends and family. See that you stay in touch with them, by meeting them up or electronically, if you are not in touch start right away. Sending greetings for important occasions, festivals and events is a good way to start. Make it a point to call a few of them over the commute\/ weekends and work on the complete list slowly and steadily, start at top the list again once you complete it.<\/p>\n\n\n\n
What if you need to ask for a reference or a favor from a person with whom you are not in regular touch. The best way to is to be honest, there is no point in coming up with a phony reason to get in touch with them and ask for what you want. Your honesty will be appreciated, after that do thank them and make an effort to stay in touch with them. See that your nurture this set of contacts where you have already made a start.<\/p>\n\n\n\n
Once, when I was looking out for a job using my network, I made it a point to call and thank all those who forwarded my resume to their contacts and I sent a book as a gift to thank all those contacts whose help took me to the interview stage. I did it without any motive and what amazed me was the warmth from these contacts in all my future interactions.<\/p>\n\n\n\n
Second area to focus on are the professional events - there will be events where your technical or managerial domain will be the focus. You may be sponsored\/encouraged by your organizations to attend them, do not let is pass citing an excuse of being busy. Do make time to attend a few of them. If you find that you do not have this opportunity then see that you find such events and enroll yourself.<\/p>\n\n\n\n
In my experience these events certainly help you make a few contacts, you will always find a few persons whom you will find interesting and knowledgeable and connect effortlessly. The key is to nurture this - see that you follow-up with a mail and\/or a call.<\/p>\n\n\n\n
If you are the type who feels inhibited to make an opening, then do not worry. I was advised by one of my mentors to just listen and not worry about talking and enjoy being there. If you listen and observe intently you will find yourself talking soon. Your focus on the interactions and not on your perceived ability, does the trick. Try it a couple of times and see for yourself.<\/p>\n\n\n\n
Lastly, for anything to succeed one has to have the desire, then comes the effort and discipline for achieving it. A small progress or a step with positive result, is the best encouragement for you to strive towards your goals. Do ponder on your actions and results to stay focused on continuing to do this.<\/p>\n\n\n\n
One related question I hear from many of my coachees is \"visibility\" within the organization. More on that in a later post.<\/p>\n","post_title":"Networking - when and how to begin?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"networking-when-and-how-to-begin","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:58","post_modified_gmt":"2024-01-29 14:50:58","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1521","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1517,"post_author":"30","post_date":"2014-10-29 09:30:26","post_date_gmt":"2014-10-29 04:00:26","post_content":"\n
$\"sell-it\"$ <\/a><\/figure>\n\n\n\n
As a child, I used to come up with various ideas for almost anything, and ask for Rs. 1000\/- per idea. Being a child, nobody would want to pay money, that too a thousand Rupees \u2013 but, I would get something else as an appreciation for my efforts. A toffee, a cone ice cream etc.<\/p>\n\n\n\n
Further on, when I used to be active in small groups, selling was more of ideas and to get the team to converge on something, that the group can take as an action.<\/p>\n\n\n\n
As a team leader, I needed to sell the vision of the project to the team, to get everybody\u2019s buy in.<\/p>\n\n\n\n
More recently, I have been in contact with many aspiring and active entrepreneurs. Selling is something that they do with every breath.<\/p>\n\n\n\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

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\n
Teams new to Scrum have a product backlog. The backlog will be groomed to some degree, typically have clarity for up to one to two sprints. The priority will be clear, with fair amount of detail on the requirements. The estimates may be present, it could be story points or a masked form of an effort estimate.<\/p>\n\n\n\n
The Product Owner (PO), who is not co-located in most of the teams will participate in Sprint Planning and along with the Scrum Master and team pick a set of stories to be done in the Sprint. After this the team jumps into doing the work. Detailed Sprint Planning is given a miss as PO will not be available for the entire duration and the team reluctant to do task based estimate for variety of reasons, if they do it is done by a few senior members of the team.<\/p>\n\n\n\n
This is where the first intervention from coach is needed, coax them to do detailed planning i.e., break down the stories into tasks and corresponding effort estimates. Insist that the entire team be involved and ensure that they balance the work they are taking up with the capacity the team has. Here is where they get to see one of the characteristics of Scrum \u2013 uncovering the problems at the earliest, and as a coach one should ensure that they become aware of it.<\/p>\n\n\n\n
$\"Sprint_Plan_1\"$ <\/figure>\n\n\n\n
Few things they discover:
- there may not be enough Analysis\/Dev\/DBA\/QA capacity in the team
- some of the team may not be fully utilized
- as they break down stories to tasks they realize that some stories cannot be completed, due to external dependencies, that is unlikely to be fulfilled.
- they may require more information from the PO.
- lastly the entire team gains an understanding what is planned to be accomplished.<\/p>\n\n\n\n
And it is interesting to see how they work around this:
- make use of team members not fully utilized to accomplish some of the tasks.
- the above at times involves redistributing the work, so that team members volunteering outside their domain, can take up relatively simpler tasks.
- go back to PO\/stakeholders and try to get the dependencies resolved or pick another story, this one requires a push from coach.
- get clarity on requirements from PO, this has to happen the next day.
- re-adjust the sprint backlog taking the above into account.<\/p>\n\n\n\n
$\"Sprint_Plan_2\"$ <\/figure>\n\n\n\n
At times guidelines are adhered to, planning sessions is time-boxed, they assume that all planning needs to happen in one sitting. Here is where, as a coach, one has to make them see the \"why\" behind a particular step, \"what\" outcome is desired? The outcome of having a proper Sprint Plan is more important than accomplishing it a single time-boxed session.<\/p>\n\n\n\n
As they complete this they realize that in past sprints, they grappled with these issues, towards the end of the sprint. Now they have ample time to cope with it \u2013 the benefit of Scrum uncovering problems earlier is leveraged.<\/p>\n\n\n\n
There is reluctance to do task effort estimates. In the traditional planning task estimates are done for entire project even with some requirements not being clear. This would have resulted in lot of waste, this coupled with notion that agile means no planning is the major cause of the reluctance. As a coach, one needs to highlight that there is better clarity on requirements and it is being done for just a sprint, so there is no waste. The reluctance is also due to lack of understanding of the difference between story point, size and effort estimates, this needs to be addressed.<\/p>\n\n\n\n
At this juncture the team is ready to make and take on the commitment with higher confidence. You can see the related blog on retrospectives.<\/p>\n","post_title":"Initial coaching interventions for Sprint Planning","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"initial-coaching-interventions-for-sprint-planning","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:24","post_modified_gmt":"2024-01-29 14:50:24","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3339","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1519,"post_author":"33","post_date":"2014-11-09 12:15:54","post_date_gmt":"2014-11-09 06:45:54","post_content":"\n
$\"\"\/$ <\/figure>\n\n\n\n
  <\/p>\n\n\n\n
Leaders have only two jobs:<\/p>\n\n\n\n
1) Getting work done<\/p>\n\n\n\n
2) Growing the people<\/p>\n\n\n\n
Coaching as a leadership\/management style achieves both.<\/p>\n\n\n\n
With Command & Control approach, managers may get the work done in the short term, by force. But that might have negative impacts on the team in terms of :<\/p>\n\n\n\n
- Lack of ownership<\/p>\n\n\n\n
- Low motivation<\/p>\n\n\n\n
- Poor quality output<\/p>\n\n\n\n
- Low productivity<\/p>\n\n\n\n
- Missed schedules etc.<\/p>\n\n\n\n
Command & Control might also impact development of team members negatively. Teams might wait for manager to give instruction. They might hesitate to take initiative as it might get overruled by the manager. They might stop thinking new & innovative ideas as the manager will always tell them what to do.<\/p>\n\n\n\n
On the other hand, with Coaching as the leadership style, managers will empower the team members to come out with new ideas, solutions and encourage them to implement them. They will help the team members to discover their strengths by asking questions & challenging them. This builds motivation and ownership in the team members.<\/p>\n\n\n\n
Having said that, there are situations where Managers need to use command & control approaches. For example, in a fire fighting situation where extremely quick response in needed. There will be a need for different approaches for different team members \u2013 someone may need more directive input & constant oversight and someone may need a lot of freedom.<\/p>\n\n\n\n
A good leader is one who has high self awareness, self-regulation, self-motivation and empathy through which he\/she can sense and respond differently, in a conscious way, to different situations & different people.<\/p>\n\n\n\n
However, to be a good Leader, coaching way of management style should be the most natural approach and command & control should be the exception.<\/p>\n","post_title":"Coaching vs Command & Control style of Management","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"coaching-vs-command-control-style-of-management","to_ping":"","pinged":"","post_modified":"2024-01-29 15:34:20","post_modified_gmt":"2024-01-29 15:34:20","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1519","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1456,"post_author":"31","post_date":"2014-11-09 12:15:37","post_date_gmt":"2014-11-09 06:45:37","post_content":"\n
In an earlier article \u201cJourney of a coach \u2013 theory & practice (Part I)<\/a>, we introduced the \u201ccircles of influence\u201d which form the context (see diagram below) for coaching process.<\/p>\n\n\n\n
$\"image\"$ <\/a> The circles in the diagram above have a significant bearing on coaching effectiveness and need to be addressed by the coach using the theory of coaching (such as Whitmore\u2019s book on \u201cCoaching for Performance\u201d). In the case of some circles, the theory may \u201cend\u201d at some point and the coach will have \u201cinterpret\u201d and \u201cextend\u201d it for the specific coachee situation at hand.<\/p>\n\n\n\n
We covered the following in Part I of this article:<\/p>\n\n\n\n
\u00b7 Circle #1: Are all situations \u201ccoaching situations\u201d?<\/p>\n\n\n\n
\u00b7 Circle #2: Are people always receptive to coaching?<\/p>\n\n\n\n
In this Part II, we will cover the two remaining circles.<\/p>\n\n\n\n
Circle #3: Are coaches sometimes helpless?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
Circle #3 above regarding \u201cbeliefs, perceptions and personal circumstances\u201d can actually be quite a hard shell hindering coaching progress. But it is often an invisible hard shell because people will share only so much of their innermost beliefs and personal circumstances even though they are impacting their work performance. Coaches make chance discoveries of this shell in the Reality check part (that is, the current state of affairs that needs to improve to meet the Goal) of the Goal-Reality-Options-Will (GROW) model of Whitmore. Here are examples:<\/p>\n\n\n\n
\u00b7 A coachee once candidly admitted that he was himself the reason for his declining performance at work. The reason was that his family was going through his sister\u2019s painful divorce in the US and her life coming back to India. He just could not go about work as usual<\/p>\n\n\n\n
\u00b7 A second coachee had a lot of issues with his manager. He felt that the manager\u2019s lack of domain knowledge resulted in his not realizing & recognizing the value of the coachee\u2019s work. In addition, the coachee seemed to indicate that lack of recognition of his work had to do with his belonging to a minority religious community in India<\/p>\n\n\n\n
\u00b7 Yet another coachee told my colleague (also a Performance Coach) that her problems arose because her boss was an inveterate woman-hater<\/p>\n\n\n\n
These are situations of tight-rope walking for a performance coach! In situations of personal crisis, the coach may only help by sympathetic and patient listening. This may help the coachee more than one would think \u2013 just getting the problem \u201coff his chest\u201d often helps and relieves stress. Being less stressed, he may be able to come to grips with his personal predicament and deal with it better. However, coachee\u2019s entrenched beliefs on, say, religion and gender can be very challenging for the coach to deal with. Some deep-rooted beliefs may indicate pathology needing help from a trained therapist \u2013 far beyond the scope of performance coaching and the ability of the coach.<\/p>\n\n\n\n
Circle #4: Is the coachee\u2019s work environment conducive?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The last circle of influence is the coachee\u2019s work. Sometimes, people have told me that they are \u201cstuck\u201d in positions \u2013 say, \u201croutine\u201d software bug fixing and maintenance where there is really no scope for \u201clearning, enjoyment and fulfillment\u201d (you may like to read My Team is not motivated!!!<\/a> by my colleague Prasanna Moses on this). Most of us would agree that there is far less drudgery at work in today\u2019s knowledge-centric world than even just 30 years ago. We would also agree that there is no such thing as 100% \u201csexy\u201d work (unless of course, you are doing breakthrough work of your calling \u2013 say, in quantum computing). So, when coachees complain about their current work\/role and the lack of sexiness thereof, I ask them questions about what makes it boring, what they can do about it and so on \u2013 hopefully making them better aware of interesting possibilities in what they were doing. In some cases, people have hinted to me that they are considering quitting their \u201cboring\u201d job and looking for a reaction. Under such circumstances, to be fair to the coachee and to the coachee\u2019s employer (who is paying my fees!), I would say the best option is to ask the coachee questions exploring his rationale for leaving (without being judgmental on whether it is right or wrong) \u2013 like what does he think leaving the job will achieve, how will it get him closer to his goals, how is he sure that the same problems would not repeat themselves in the new organization and so on. The ultimate decision should be the coachee\u2019s based on introspection triggered by your questions. He may still choose to quit \u2013 but that is another matter! As far as you are concerned as a coach, you have played it fair & square. It is not unthinkable that you as the coach may actually agree with his rationale for seeking another job!<\/p>\n\n\n\n
A related aspect is also the organizational environment in which the coachee works \u2013 over & above his immediate work\/role discussed above. In sports coaching, the strong individual motivation is a given and the coachee has a great deal of control over what he can and cannot do to enhance his performance. The circumstances for software project managers are different. Their GROW model is in the context of an organization with its culture, policies, processes and so on. As a coach, I have encountered some real challenges here \u2013 the Project Manager may be aspiring to do something of value in his project but his line management and work environment may not be supportive. Some organizational policies can be insensitive to people and even draconian. In one software development organization, if project team members logged in less than 40 hours per week of approved work, there would be automatic cuts in their pay while the significant additional work needed at other times went scarcely noticed! How can one be expected to learn and enjoy their work in such an environment? In such cases, we do bring it up with the line management for addressing them and offer our help as well. To be honest, it worked sometimes and it did not in as many cases.<\/p>\n\n\n\n
In summary, as a practicing coach, you are bound to run into situations like the ones above which make you stop and ponder as to what extent theory can lead practice! You may need to introspect and think of newer ways of extending \u201ctheory\u201d or just use good old common sense and move on! At PM Power, we have the coaches\u2019 conclave where these situations are discussed to see how best to help the coachee considering all the circles of influence. It has significantly helped our coaches in specific situations and in honing their coaching skills in general.<\/p>\n\n\n\n
We invite you to share your coaching experiences (as a coach or a coachee) and we would be happy to share our perspectives which may be of help. You may reach us at info@pm-powerconsulting.com.<\/p>\n","post_title":"Journey of a coach - theory & practice (Part II)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-ii","to_ping":"","pinged":"","post_modified":"2024-01-29 10:54:32","post_modified_gmt":"2024-01-29 10:54:32","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1456","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1514,"post_author":"31","post_date":"2014-11-02 12:24:22","post_date_gmt":"2014-11-02 06:54:22","post_content":"\n
A speaker finishes a great speech \u2013 at least, HE thinks it is great! He then asks, \u201cAny questions?\u201d What does he expect? If I were him, I would expect the audience to demonstrate a level of understanding of what the speech was all about and ask meaningful questions - clarifying the ground covered and even extending from there.<\/p>\n\n\n\n
These are situations where one actually wants to be questioned to get a sense a satisfaction that the effort (the speech, in this case) has been worthwhile. But there are other situations where being questioned has a very negative connotation. It implies questioning the ability of the person being questioned or the work that he has done.<\/p>\n\n\n\n
The important thing is that the intent of questioning should be to seek understanding rather than putting down someone. Hence, even the tone of questioning is very important. Consider the difference between, \u201cWhy did you do THAT?\u201d and \u201cWhat are your reasons for doing THAT?\u201d<\/p>\n\n\n\n
The tone of the former question is judgmental while the same question asked differently demonstrates an openness and a neutral tone. The tone is important because it can either put people off & make them defensive or it can make them relaxed and explain their rationale for an idea or a course of action.<\/p>\n\n\n\n
From the above, it follows that there is a big difference between \u201cquestioning\u201d and \u201casking questions\u201d.<\/p>\n\n\n\n
$\"image\"$ <\/figure>\n\n\n\n
In the work context, a manager who adopts an approach of \u201casking questions\u201d enables an environment where his reportees apply their mind to the situation at hand and exercise their best judgment on the right course of action.<\/p>\n\n\n\n
The manager can use questions to expand the reportee\u2019s thinking and make him aware of aspects he may not have thought of (instead of just instructing him what to do).<\/p>\n\n\n\n
Hence asking questions contributes to the reportee\u2019s overall development and ability to deal with situations with minimal oversight. Equally important, it enables greater responsibility on the part of the reportee so that the implementation aspects of his suggestions are fully owned by him.<\/p>\n\n\n\n
Through this, the manager\u2019s time is also freed up from routine oversight functions to take up important but not urgent tasks.<\/p>\n\n\n\n
In a highly dynamic world, the approach of \u201casking questions\u201d is not just \u201ca nice to have\u201d but an imperative to empower people and ensure that the organization as a whole responds fast to changes in the environment.<\/p>\n\n\n\n
\u201cAsking questions\u201d is an essential part of the tool set of a coach who may be the line manager himself. You consciously adopt the approach for improving the \u201cawareness\u201d of the coachee and therefore, open his mind to his perceptions & other possibilities and take \u201cresponsibility\u201d for the options for actions that he chooses.<\/p>\n\n\n\n
Finally, adopting the approach of \u201casking questions\u201d needs a complementing skill which is ACTIVE listening. A coach cannot sustain a session of asking questions without actually listening well, understanding and re-phrasing of what the coachee says.<\/p>\n\n\n\n
As with most things in life, practice makes perfect \u2013 it takes time and experience to hone the approach of asking questions and the skill of active listening. But they can indeed be developed for individual and organizational benefit. The time to start is NOW!<\/p>\n","post_title":"Questioning and Asking Questions - what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"questioning-and-asking-questions-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:02","post_modified_gmt":"2024-01-29 10:55:02","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1514","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1448,"post_author":"31","post_date":"2014-11-02 06:59:09","post_date_gmt":"2014-11-02 01:29:09","post_content":"\n
This article is part of the series on \u201cJourney of a coach\u201d covering my experiences as a performance coach. You may have the read an earlier article in the series on \u201cJourney of a coach \u2013 the beginning\u201d<\/a>. The journey continues here...<\/p>\n\n\n\n
Yogi Berra, New York Yankees baseball player (arguably the best catcher of all time) said, \u201cIn theory, there is no difference between theory & practice. But in practice, there is!\u201d So, this article is about the theory & practice of coaching for performance \u2013 not baseball players but people managing software projects.<\/p>\n\n\n\n
In my context, the \u201ctheory\u201d was mostly \u201cCoaching for Performance\u201d by John Whitmore (by the way, there is another article of mine on Whitmore<\/a> if you are interested). The \u201cpractice\u201d was, of course, my actual experiences over the years.<\/p>\n\n\n\n
A caveat \u2013 I am not here to debunk theory and hail practice - as a cardiac surgeon might! I have a great deal of respect for Whitmore\u2019s book on Coaching for Performance. The book provided a solid reference and a practical guide for my work as a coach all these years.<\/p>\n\n\n\n
However, I do have my own \u201cinterpretations\u201d and \u201cextensions\u201d of the theory in actual practice which I wish to share. I will use the diagram below which shows the context for coaching.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
You can see the \u201ccircles of influence\u201d around the coachee which would have a bearing on coaching and its effectiveness. We will cover each of these circles with examples. Note that the coach\u2019s experience, beliefs and perceptions are also significant in the context in addition to his skills for coaching.<\/p>\n\n\n\n
Circle #1: Are all situations \u201ccoaching situations\u201d?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The first circle of influence is the coaching situation faced by the coachee at work. For example, it could be that he is recently promoted and finds gaining acceptance in his team a challenge.<\/p>\n\n\n\n
The question is whether all such work situations are amenable for coaching - whether you are the manager of the coachee or an external coach. If you follow the \u201ctheory\u201d (that is Whitmore), a coaching style can become the default management style of the entire organization for all occasions.<\/p>\n\n\n\n
In other words, all manager-reportee interactions can naturally follow the coaching style \u2013 the manager following the sequence of helping his reportee to identify the goal he is seeking to achieve, assess the current state of affairs, consider the available options to achieve the goal and making the commitment-making to make it happen.<\/p>\n\n\n\n
That is all very well, but what if you are a commando fighting a guerrilla war in a jungle and see a metal tube from the foliage pointing at you. Your commander (\u201cmanager\u201d) is not going to coach you through the situation, is he?<\/p>\n\n\n\n
There are also other equivalent (but less extreme) situations at work when time is of essence and all that the coachee needs is information or simple direction (like for example, how to balance staff loading in a project schedule).<\/p>\n\n\n\n
So, my interpretation of theory is that there is better pay-off of coaching in some situations than others. However, there are many, many work situations wherein the quality of work<\/b> or results<\/b> is very important, the learning<\/b> for the coachee very important and it is not an emergency<\/b>. Coaching is very relevant in those cases.<\/p>\n\n\n\n
Circle #2: Are people always receptive to coaching?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The next circle of influence is relating to how receptive people are to coaching even if their work situation was amenable for it.<\/p>\n\n\n\n
Are they motivated enough to become more aware<\/b> and take responsibility<\/b> by themselves and not just because their employer has enrolled them in a training & coaching program?<\/p>\n\n\n\n
Maslow\u2019s theory is that motivation is linked to the stage an individual is at in a hierarchy of needs (see diagram below from Whitmore\u2019s Coaching for Performance). Note that Whitmore has split Maslow\u2019s Esteem stage into two \u2013 Esteem from others and Self-esteem.<\/p>\n\n\n\n
At the stage of Esteem from others, one is looking \u201cexternal\u201d recognition and prestige as motivators. At the stage of Self-esteem, external motivators tend to become less important. More important is the need to make a difference and being empowered to do so enhancing self-esteem. This self-esteem stage is where coaching makes the biggest impact for personal growth.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
Source: Coaching for Performance by John Whitmore<\/i><\/p>\n\n\n\n
There are a few more \u201ccircles\u201d to cover which we will in Part II of the article.<\/p>\n\n\n\n
Till then...<\/p>\n","post_title":"Journey of a coach - theory & practice (Part I)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-i","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:34","post_modified_gmt":"2024-01-29 10:55:34","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1521,"post_author":"26","post_date":"2014-10-30 10:57:02","post_date_gmt":"2014-10-30 05:27:02","post_content":"\n
$\"Network_whenhow2\"$ <\/a><\/figure>\n\n\n\n
One is never without a network and if you are reading this - it may be more to know how to grow it and\/or to overcome obstacles, often due to one's level comfort with so called \"networking\".<\/p>\n\n\n\n
If you look at how you:<\/p>\n\n\n\n
\n
got the opportunity to work in your current position<\/li>\n\n\n\n
got into your college\/school<\/li>\n\n\n\n
got your house on rent or bought your apartment<\/li>\n<\/ul>\n\n\n\n
you will see that a network - formal, informal or virtual (internet based) was at play.<\/p>\n\n\n\n
I will focus on growing your professional network and a few simple steps for it and not delve into specifics of social media, as all of you would be familiar with it.<\/p>\n\n\n\n
First, start with your existing network - which will be your current and past colleagues, your college and school alumni, friends and family. See that you stay in touch with them, by meeting them up or electronically, if you are not in touch start right away. Sending greetings for important occasions, festivals and events is a good way to start. Make it a point to call a few of them over the commute\/ weekends and work on the complete list slowly and steadily, start at top the list again once you complete it.<\/p>\n\n\n\n
What if you need to ask for a reference or a favor from a person with whom you are not in regular touch. The best way to is to be honest, there is no point in coming up with a phony reason to get in touch with them and ask for what you want. Your honesty will be appreciated, after that do thank them and make an effort to stay in touch with them. See that your nurture this set of contacts where you have already made a start.<\/p>\n\n\n\n
Once, when I was looking out for a job using my network, I made it a point to call and thank all those who forwarded my resume to their contacts and I sent a book as a gift to thank all those contacts whose help took me to the interview stage. I did it without any motive and what amazed me was the warmth from these contacts in all my future interactions.<\/p>\n\n\n\n
Second area to focus on are the professional events - there will be events where your technical or managerial domain will be the focus. You may be sponsored\/encouraged by your organizations to attend them, do not let is pass citing an excuse of being busy. Do make time to attend a few of them. If you find that you do not have this opportunity then see that you find such events and enroll yourself.<\/p>\n\n\n\n
In my experience these events certainly help you make a few contacts, you will always find a few persons whom you will find interesting and knowledgeable and connect effortlessly. The key is to nurture this - see that you follow-up with a mail and\/or a call.<\/p>\n\n\n\n
If you are the type who feels inhibited to make an opening, then do not worry. I was advised by one of my mentors to just listen and not worry about talking and enjoy being there. If you listen and observe intently you will find yourself talking soon. Your focus on the interactions and not on your perceived ability, does the trick. Try it a couple of times and see for yourself.<\/p>\n\n\n\n
Lastly, for anything to succeed one has to have the desire, then comes the effort and discipline for achieving it. A small progress or a step with positive result, is the best encouragement for you to strive towards your goals. Do ponder on your actions and results to stay focused on continuing to do this.<\/p>\n\n\n\n
One related question I hear from many of my coachees is \"visibility\" within the organization. More on that in a later post.<\/p>\n","post_title":"Networking - when and how to begin?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"networking-when-and-how-to-begin","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:58","post_modified_gmt":"2024-01-29 14:50:58","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1521","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1517,"post_author":"30","post_date":"2014-10-29 09:30:26","post_date_gmt":"2014-10-29 04:00:26","post_content":"\n
$\"sell-it\"$ <\/a><\/figure>\n\n\n\n
As a child, I used to come up with various ideas for almost anything, and ask for Rs. 1000\/- per idea. Being a child, nobody would want to pay money, that too a thousand Rupees \u2013 but, I would get something else as an appreciation for my efforts. A toffee, a cone ice cream etc.<\/p>\n\n\n\n
Further on, when I used to be active in small groups, selling was more of ideas and to get the team to converge on something, that the group can take as an action.<\/p>\n\n\n\n
As a team leader, I needed to sell the vision of the project to the team, to get everybody\u2019s buy in.<\/p>\n\n\n\n
More recently, I have been in contact with many aspiring and active entrepreneurs. Selling is something that they do with every breath.<\/p>\n\n\n\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

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\n
Another oft repeating issue is the frustration of not being able to close a story, because just the show and tell (demo) could not happen, or a build and test in correct environment was not completed due to big queue in CM. The team argues for closing the story, they feel that they are loosing story points for no fault of theirs. Here as a coach, one has to reinforce the concept of \u201cDone\u201d and revisit the concept of \u201cVelocity\u201d.<\/p>\n","post_title":"Initial coaching interventions for Retrospectives","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"initial-coaching-interventions-for-retrospectives","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:04","post_modified_gmt":"2024-01-29 14:50:04","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3343","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3339,"post_author":"26","post_date":"2015-04-11 09:33:55","post_date_gmt":"2015-04-11 04:03:55","post_content":"\n
Teams new to Scrum have a product backlog. The backlog will be groomed to some degree, typically have clarity for up to one to two sprints. The priority will be clear, with fair amount of detail on the requirements. The estimates may be present, it could be story points or a masked form of an effort estimate.<\/p>\n\n\n\n
The Product Owner (PO), who is not co-located in most of the teams will participate in Sprint Planning and along with the Scrum Master and team pick a set of stories to be done in the Sprint. After this the team jumps into doing the work. Detailed Sprint Planning is given a miss as PO will not be available for the entire duration and the team reluctant to do task based estimate for variety of reasons, if they do it is done by a few senior members of the team.<\/p>\n\n\n\n
This is where the first intervention from coach is needed, coax them to do detailed planning i.e., break down the stories into tasks and corresponding effort estimates. Insist that the entire team be involved and ensure that they balance the work they are taking up with the capacity the team has. Here is where they get to see one of the characteristics of Scrum \u2013 uncovering the problems at the earliest, and as a coach one should ensure that they become aware of it.<\/p>\n\n\n\n
$\"Sprint_Plan_1\"$ <\/figure>\n\n\n\n
Few things they discover:
- there may not be enough Analysis\/Dev\/DBA\/QA capacity in the team
- some of the team may not be fully utilized
- as they break down stories to tasks they realize that some stories cannot be completed, due to external dependencies, that is unlikely to be fulfilled.
- they may require more information from the PO.
- lastly the entire team gains an understanding what is planned to be accomplished.<\/p>\n\n\n\n
And it is interesting to see how they work around this:
- make use of team members not fully utilized to accomplish some of the tasks.
- the above at times involves redistributing the work, so that team members volunteering outside their domain, can take up relatively simpler tasks.
- go back to PO\/stakeholders and try to get the dependencies resolved or pick another story, this one requires a push from coach.
- get clarity on requirements from PO, this has to happen the next day.
- re-adjust the sprint backlog taking the above into account.<\/p>\n\n\n\n
$\"Sprint_Plan_2\"$ <\/figure>\n\n\n\n
At times guidelines are adhered to, planning sessions is time-boxed, they assume that all planning needs to happen in one sitting. Here is where, as a coach, one has to make them see the \"why\" behind a particular step, \"what\" outcome is desired? The outcome of having a proper Sprint Plan is more important than accomplishing it a single time-boxed session.<\/p>\n\n\n\n
As they complete this they realize that in past sprints, they grappled with these issues, towards the end of the sprint. Now they have ample time to cope with it \u2013 the benefit of Scrum uncovering problems earlier is leveraged.<\/p>\n\n\n\n
There is reluctance to do task effort estimates. In the traditional planning task estimates are done for entire project even with some requirements not being clear. This would have resulted in lot of waste, this coupled with notion that agile means no planning is the major cause of the reluctance. As a coach, one needs to highlight that there is better clarity on requirements and it is being done for just a sprint, so there is no waste. The reluctance is also due to lack of understanding of the difference between story point, size and effort estimates, this needs to be addressed.<\/p>\n\n\n\n
At this juncture the team is ready to make and take on the commitment with higher confidence. You can see the related blog on retrospectives.<\/p>\n","post_title":"Initial coaching interventions for Sprint Planning","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"initial-coaching-interventions-for-sprint-planning","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:24","post_modified_gmt":"2024-01-29 14:50:24","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3339","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1519,"post_author":"33","post_date":"2014-11-09 12:15:54","post_date_gmt":"2014-11-09 06:45:54","post_content":"\n
$\"\"\/$ <\/figure>\n\n\n\n
  <\/p>\n\n\n\n
Leaders have only two jobs:<\/p>\n\n\n\n
1) Getting work done<\/p>\n\n\n\n
2) Growing the people<\/p>\n\n\n\n
Coaching as a leadership\/management style achieves both.<\/p>\n\n\n\n
With Command & Control approach, managers may get the work done in the short term, by force. But that might have negative impacts on the team in terms of :<\/p>\n\n\n\n
- Lack of ownership<\/p>\n\n\n\n
- Low motivation<\/p>\n\n\n\n
- Poor quality output<\/p>\n\n\n\n
- Low productivity<\/p>\n\n\n\n
- Missed schedules etc.<\/p>\n\n\n\n
Command & Control might also impact development of team members negatively. Teams might wait for manager to give instruction. They might hesitate to take initiative as it might get overruled by the manager. They might stop thinking new & innovative ideas as the manager will always tell them what to do.<\/p>\n\n\n\n
On the other hand, with Coaching as the leadership style, managers will empower the team members to come out with new ideas, solutions and encourage them to implement them. They will help the team members to discover their strengths by asking questions & challenging them. This builds motivation and ownership in the team members.<\/p>\n\n\n\n
Having said that, there are situations where Managers need to use command & control approaches. For example, in a fire fighting situation where extremely quick response in needed. There will be a need for different approaches for different team members \u2013 someone may need more directive input & constant oversight and someone may need a lot of freedom.<\/p>\n\n\n\n
A good leader is one who has high self awareness, self-regulation, self-motivation and empathy through which he\/she can sense and respond differently, in a conscious way, to different situations & different people.<\/p>\n\n\n\n
However, to be a good Leader, coaching way of management style should be the most natural approach and command & control should be the exception.<\/p>\n","post_title":"Coaching vs Command & Control style of Management","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"coaching-vs-command-control-style-of-management","to_ping":"","pinged":"","post_modified":"2024-01-29 15:34:20","post_modified_gmt":"2024-01-29 15:34:20","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1519","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1456,"post_author":"31","post_date":"2014-11-09 12:15:37","post_date_gmt":"2014-11-09 06:45:37","post_content":"\n
In an earlier article \u201cJourney of a coach \u2013 theory & practice (Part I)<\/a>, we introduced the \u201ccircles of influence\u201d which form the context (see diagram below) for coaching process.<\/p>\n\n\n\n
$\"image\"$ <\/a> The circles in the diagram above have a significant bearing on coaching effectiveness and need to be addressed by the coach using the theory of coaching (such as Whitmore\u2019s book on \u201cCoaching for Performance\u201d). In the case of some circles, the theory may \u201cend\u201d at some point and the coach will have \u201cinterpret\u201d and \u201cextend\u201d it for the specific coachee situation at hand.<\/p>\n\n\n\n
We covered the following in Part I of this article:<\/p>\n\n\n\n
\u00b7 Circle #1: Are all situations \u201ccoaching situations\u201d?<\/p>\n\n\n\n
\u00b7 Circle #2: Are people always receptive to coaching?<\/p>\n\n\n\n
In this Part II, we will cover the two remaining circles.<\/p>\n\n\n\n
Circle #3: Are coaches sometimes helpless?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
Circle #3 above regarding \u201cbeliefs, perceptions and personal circumstances\u201d can actually be quite a hard shell hindering coaching progress. But it is often an invisible hard shell because people will share only so much of their innermost beliefs and personal circumstances even though they are impacting their work performance. Coaches make chance discoveries of this shell in the Reality check part (that is, the current state of affairs that needs to improve to meet the Goal) of the Goal-Reality-Options-Will (GROW) model of Whitmore. Here are examples:<\/p>\n\n\n\n
\u00b7 A coachee once candidly admitted that he was himself the reason for his declining performance at work. The reason was that his family was going through his sister\u2019s painful divorce in the US and her life coming back to India. He just could not go about work as usual<\/p>\n\n\n\n
\u00b7 A second coachee had a lot of issues with his manager. He felt that the manager\u2019s lack of domain knowledge resulted in his not realizing & recognizing the value of the coachee\u2019s work. In addition, the coachee seemed to indicate that lack of recognition of his work had to do with his belonging to a minority religious community in India<\/p>\n\n\n\n
\u00b7 Yet another coachee told my colleague (also a Performance Coach) that her problems arose because her boss was an inveterate woman-hater<\/p>\n\n\n\n
These are situations of tight-rope walking for a performance coach! In situations of personal crisis, the coach may only help by sympathetic and patient listening. This may help the coachee more than one would think \u2013 just getting the problem \u201coff his chest\u201d often helps and relieves stress. Being less stressed, he may be able to come to grips with his personal predicament and deal with it better. However, coachee\u2019s entrenched beliefs on, say, religion and gender can be very challenging for the coach to deal with. Some deep-rooted beliefs may indicate pathology needing help from a trained therapist \u2013 far beyond the scope of performance coaching and the ability of the coach.<\/p>\n\n\n\n
Circle #4: Is the coachee\u2019s work environment conducive?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The last circle of influence is the coachee\u2019s work. Sometimes, people have told me that they are \u201cstuck\u201d in positions \u2013 say, \u201croutine\u201d software bug fixing and maintenance where there is really no scope for \u201clearning, enjoyment and fulfillment\u201d (you may like to read My Team is not motivated!!!<\/a> by my colleague Prasanna Moses on this). Most of us would agree that there is far less drudgery at work in today\u2019s knowledge-centric world than even just 30 years ago. We would also agree that there is no such thing as 100% \u201csexy\u201d work (unless of course, you are doing breakthrough work of your calling \u2013 say, in quantum computing). So, when coachees complain about their current work\/role and the lack of sexiness thereof, I ask them questions about what makes it boring, what they can do about it and so on \u2013 hopefully making them better aware of interesting possibilities in what they were doing. In some cases, people have hinted to me that they are considering quitting their \u201cboring\u201d job and looking for a reaction. Under such circumstances, to be fair to the coachee and to the coachee\u2019s employer (who is paying my fees!), I would say the best option is to ask the coachee questions exploring his rationale for leaving (without being judgmental on whether it is right or wrong) \u2013 like what does he think leaving the job will achieve, how will it get him closer to his goals, how is he sure that the same problems would not repeat themselves in the new organization and so on. The ultimate decision should be the coachee\u2019s based on introspection triggered by your questions. He may still choose to quit \u2013 but that is another matter! As far as you are concerned as a coach, you have played it fair & square. It is not unthinkable that you as the coach may actually agree with his rationale for seeking another job!<\/p>\n\n\n\n
A related aspect is also the organizational environment in which the coachee works \u2013 over & above his immediate work\/role discussed above. In sports coaching, the strong individual motivation is a given and the coachee has a great deal of control over what he can and cannot do to enhance his performance. The circumstances for software project managers are different. Their GROW model is in the context of an organization with its culture, policies, processes and so on. As a coach, I have encountered some real challenges here \u2013 the Project Manager may be aspiring to do something of value in his project but his line management and work environment may not be supportive. Some organizational policies can be insensitive to people and even draconian. In one software development organization, if project team members logged in less than 40 hours per week of approved work, there would be automatic cuts in their pay while the significant additional work needed at other times went scarcely noticed! How can one be expected to learn and enjoy their work in such an environment? In such cases, we do bring it up with the line management for addressing them and offer our help as well. To be honest, it worked sometimes and it did not in as many cases.<\/p>\n\n\n\n
In summary, as a practicing coach, you are bound to run into situations like the ones above which make you stop and ponder as to what extent theory can lead practice! You may need to introspect and think of newer ways of extending \u201ctheory\u201d or just use good old common sense and move on! At PM Power, we have the coaches\u2019 conclave where these situations are discussed to see how best to help the coachee considering all the circles of influence. It has significantly helped our coaches in specific situations and in honing their coaching skills in general.<\/p>\n\n\n\n
We invite you to share your coaching experiences (as a coach or a coachee) and we would be happy to share our perspectives which may be of help. You may reach us at info@pm-powerconsulting.com.<\/p>\n","post_title":"Journey of a coach - theory & practice (Part II)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-ii","to_ping":"","pinged":"","post_modified":"2024-01-29 10:54:32","post_modified_gmt":"2024-01-29 10:54:32","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1456","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1514,"post_author":"31","post_date":"2014-11-02 12:24:22","post_date_gmt":"2014-11-02 06:54:22","post_content":"\n
A speaker finishes a great speech \u2013 at least, HE thinks it is great! He then asks, \u201cAny questions?\u201d What does he expect? If I were him, I would expect the audience to demonstrate a level of understanding of what the speech was all about and ask meaningful questions - clarifying the ground covered and even extending from there.<\/p>\n\n\n\n
These are situations where one actually wants to be questioned to get a sense a satisfaction that the effort (the speech, in this case) has been worthwhile. But there are other situations where being questioned has a very negative connotation. It implies questioning the ability of the person being questioned or the work that he has done.<\/p>\n\n\n\n
The important thing is that the intent of questioning should be to seek understanding rather than putting down someone. Hence, even the tone of questioning is very important. Consider the difference between, \u201cWhy did you do THAT?\u201d and \u201cWhat are your reasons for doing THAT?\u201d<\/p>\n\n\n\n
The tone of the former question is judgmental while the same question asked differently demonstrates an openness and a neutral tone. The tone is important because it can either put people off & make them defensive or it can make them relaxed and explain their rationale for an idea or a course of action.<\/p>\n\n\n\n
From the above, it follows that there is a big difference between \u201cquestioning\u201d and \u201casking questions\u201d.<\/p>\n\n\n\n
$\"image\"$ <\/figure>\n\n\n\n
In the work context, a manager who adopts an approach of \u201casking questions\u201d enables an environment where his reportees apply their mind to the situation at hand and exercise their best judgment on the right course of action.<\/p>\n\n\n\n
The manager can use questions to expand the reportee\u2019s thinking and make him aware of aspects he may not have thought of (instead of just instructing him what to do).<\/p>\n\n\n\n
Hence asking questions contributes to the reportee\u2019s overall development and ability to deal with situations with minimal oversight. Equally important, it enables greater responsibility on the part of the reportee so that the implementation aspects of his suggestions are fully owned by him.<\/p>\n\n\n\n
Through this, the manager\u2019s time is also freed up from routine oversight functions to take up important but not urgent tasks.<\/p>\n\n\n\n
In a highly dynamic world, the approach of \u201casking questions\u201d is not just \u201ca nice to have\u201d but an imperative to empower people and ensure that the organization as a whole responds fast to changes in the environment.<\/p>\n\n\n\n
\u201cAsking questions\u201d is an essential part of the tool set of a coach who may be the line manager himself. You consciously adopt the approach for improving the \u201cawareness\u201d of the coachee and therefore, open his mind to his perceptions & other possibilities and take \u201cresponsibility\u201d for the options for actions that he chooses.<\/p>\n\n\n\n
Finally, adopting the approach of \u201casking questions\u201d needs a complementing skill which is ACTIVE listening. A coach cannot sustain a session of asking questions without actually listening well, understanding and re-phrasing of what the coachee says.<\/p>\n\n\n\n
As with most things in life, practice makes perfect \u2013 it takes time and experience to hone the approach of asking questions and the skill of active listening. But they can indeed be developed for individual and organizational benefit. The time to start is NOW!<\/p>\n","post_title":"Questioning and Asking Questions - what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"questioning-and-asking-questions-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:02","post_modified_gmt":"2024-01-29 10:55:02","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1514","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1448,"post_author":"31","post_date":"2014-11-02 06:59:09","post_date_gmt":"2014-11-02 01:29:09","post_content":"\n
This article is part of the series on \u201cJourney of a coach\u201d covering my experiences as a performance coach. You may have the read an earlier article in the series on \u201cJourney of a coach \u2013 the beginning\u201d<\/a>. The journey continues here...<\/p>\n\n\n\n
Yogi Berra, New York Yankees baseball player (arguably the best catcher of all time) said, \u201cIn theory, there is no difference between theory & practice. But in practice, there is!\u201d So, this article is about the theory & practice of coaching for performance \u2013 not baseball players but people managing software projects.<\/p>\n\n\n\n
In my context, the \u201ctheory\u201d was mostly \u201cCoaching for Performance\u201d by John Whitmore (by the way, there is another article of mine on Whitmore<\/a> if you are interested). The \u201cpractice\u201d was, of course, my actual experiences over the years.<\/p>\n\n\n\n
A caveat \u2013 I am not here to debunk theory and hail practice - as a cardiac surgeon might! I have a great deal of respect for Whitmore\u2019s book on Coaching for Performance. The book provided a solid reference and a practical guide for my work as a coach all these years.<\/p>\n\n\n\n
However, I do have my own \u201cinterpretations\u201d and \u201cextensions\u201d of the theory in actual practice which I wish to share. I will use the diagram below which shows the context for coaching.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
You can see the \u201ccircles of influence\u201d around the coachee which would have a bearing on coaching and its effectiveness. We will cover each of these circles with examples. Note that the coach\u2019s experience, beliefs and perceptions are also significant in the context in addition to his skills for coaching.<\/p>\n\n\n\n
Circle #1: Are all situations \u201ccoaching situations\u201d?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The first circle of influence is the coaching situation faced by the coachee at work. For example, it could be that he is recently promoted and finds gaining acceptance in his team a challenge.<\/p>\n\n\n\n
The question is whether all such work situations are amenable for coaching - whether you are the manager of the coachee or an external coach. If you follow the \u201ctheory\u201d (that is Whitmore), a coaching style can become the default management style of the entire organization for all occasions.<\/p>\n\n\n\n
In other words, all manager-reportee interactions can naturally follow the coaching style \u2013 the manager following the sequence of helping his reportee to identify the goal he is seeking to achieve, assess the current state of affairs, consider the available options to achieve the goal and making the commitment-making to make it happen.<\/p>\n\n\n\n
That is all very well, but what if you are a commando fighting a guerrilla war in a jungle and see a metal tube from the foliage pointing at you. Your commander (\u201cmanager\u201d) is not going to coach you through the situation, is he?<\/p>\n\n\n\n
There are also other equivalent (but less extreme) situations at work when time is of essence and all that the coachee needs is information or simple direction (like for example, how to balance staff loading in a project schedule).<\/p>\n\n\n\n
So, my interpretation of theory is that there is better pay-off of coaching in some situations than others. However, there are many, many work situations wherein the quality of work<\/b> or results<\/b> is very important, the learning<\/b> for the coachee very important and it is not an emergency<\/b>. Coaching is very relevant in those cases.<\/p>\n\n\n\n
Circle #2: Are people always receptive to coaching?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The next circle of influence is relating to how receptive people are to coaching even if their work situation was amenable for it.<\/p>\n\n\n\n
Are they motivated enough to become more aware<\/b> and take responsibility<\/b> by themselves and not just because their employer has enrolled them in a training & coaching program?<\/p>\n\n\n\n
Maslow\u2019s theory is that motivation is linked to the stage an individual is at in a hierarchy of needs (see diagram below from Whitmore\u2019s Coaching for Performance). Note that Whitmore has split Maslow\u2019s Esteem stage into two \u2013 Esteem from others and Self-esteem.<\/p>\n\n\n\n
At the stage of Esteem from others, one is looking \u201cexternal\u201d recognition and prestige as motivators. At the stage of Self-esteem, external motivators tend to become less important. More important is the need to make a difference and being empowered to do so enhancing self-esteem. This self-esteem stage is where coaching makes the biggest impact for personal growth.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
Source: Coaching for Performance by John Whitmore<\/i><\/p>\n\n\n\n
There are a few more \u201ccircles\u201d to cover which we will in Part II of the article.<\/p>\n\n\n\n
Till then...<\/p>\n","post_title":"Journey of a coach - theory & practice (Part I)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-i","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:34","post_modified_gmt":"2024-01-29 10:55:34","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1521,"post_author":"26","post_date":"2014-10-30 10:57:02","post_date_gmt":"2014-10-30 05:27:02","post_content":"\n
$\"Network_whenhow2\"$ <\/a><\/figure>\n\n\n\n
One is never without a network and if you are reading this - it may be more to know how to grow it and\/or to overcome obstacles, often due to one's level comfort with so called \"networking\".<\/p>\n\n\n\n
If you look at how you:<\/p>\n\n\n\n
\n
got the opportunity to work in your current position<\/li>\n\n\n\n
got into your college\/school<\/li>\n\n\n\n
got your house on rent or bought your apartment<\/li>\n<\/ul>\n\n\n\n
you will see that a network - formal, informal or virtual (internet based) was at play.<\/p>\n\n\n\n
I will focus on growing your professional network and a few simple steps for it and not delve into specifics of social media, as all of you would be familiar with it.<\/p>\n\n\n\n
First, start with your existing network - which will be your current and past colleagues, your college and school alumni, friends and family. See that you stay in touch with them, by meeting them up or electronically, if you are not in touch start right away. Sending greetings for important occasions, festivals and events is a good way to start. Make it a point to call a few of them over the commute\/ weekends and work on the complete list slowly and steadily, start at top the list again once you complete it.<\/p>\n\n\n\n
What if you need to ask for a reference or a favor from a person with whom you are not in regular touch. The best way to is to be honest, there is no point in coming up with a phony reason to get in touch with them and ask for what you want. Your honesty will be appreciated, after that do thank them and make an effort to stay in touch with them. See that your nurture this set of contacts where you have already made a start.<\/p>\n\n\n\n
Once, when I was looking out for a job using my network, I made it a point to call and thank all those who forwarded my resume to their contacts and I sent a book as a gift to thank all those contacts whose help took me to the interview stage. I did it without any motive and what amazed me was the warmth from these contacts in all my future interactions.<\/p>\n\n\n\n
Second area to focus on are the professional events - there will be events where your technical or managerial domain will be the focus. You may be sponsored\/encouraged by your organizations to attend them, do not let is pass citing an excuse of being busy. Do make time to attend a few of them. If you find that you do not have this opportunity then see that you find such events and enroll yourself.<\/p>\n\n\n\n
In my experience these events certainly help you make a few contacts, you will always find a few persons whom you will find interesting and knowledgeable and connect effortlessly. The key is to nurture this - see that you follow-up with a mail and\/or a call.<\/p>\n\n\n\n
If you are the type who feels inhibited to make an opening, then do not worry. I was advised by one of my mentors to just listen and not worry about talking and enjoy being there. If you listen and observe intently you will find yourself talking soon. Your focus on the interactions and not on your perceived ability, does the trick. Try it a couple of times and see for yourself.<\/p>\n\n\n\n
Lastly, for anything to succeed one has to have the desire, then comes the effort and discipline for achieving it. A small progress or a step with positive result, is the best encouragement for you to strive towards your goals. Do ponder on your actions and results to stay focused on continuing to do this.<\/p>\n\n\n\n
One related question I hear from many of my coachees is \"visibility\" within the organization. More on that in a later post.<\/p>\n","post_title":"Networking - when and how to begin?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"networking-when-and-how-to-begin","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:58","post_modified_gmt":"2024-01-29 14:50:58","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1521","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1517,"post_author":"30","post_date":"2014-10-29 09:30:26","post_date_gmt":"2014-10-29 04:00:26","post_content":"\n
$\"sell-it\"$ <\/a><\/figure>\n\n\n\n
As a child, I used to come up with various ideas for almost anything, and ask for Rs. 1000\/- per idea. Being a child, nobody would want to pay money, that too a thousand Rupees \u2013 but, I would get something else as an appreciation for my efforts. A toffee, a cone ice cream etc.<\/p>\n\n\n\n
Further on, when I used to be active in small groups, selling was more of ideas and to get the team to converge on something, that the group can take as an action.<\/p>\n\n\n\n
As a team leader, I needed to sell the vision of the project to the team, to get everybody\u2019s buy in.<\/p>\n\n\n\n
More recently, I have been in contact with many aspiring and active entrepreneurs. Selling is something that they do with every breath.<\/p>\n\n\n\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 10 of 12 Previous 1 … 9 10 11 12 Next

\n
Let me share one example. This is to do with a scarce DBA resource causing stories to be re-opened due to delayed inputs\/review. At the end of first sprint they made note of this issue and came out strongly on \u201cthis how it is going to be\u201d, \u201cwe have escalated enough already in past\u201d. The issue surfaced again in next sprint, as it was discussed before, the emotions were in check. One of team suggested that we use the grooming pattern, i.e., plan\/do in advance. They figured out a way to deal with it.<\/p>\n\n\n\n
Another oft repeating issue is the frustration of not being able to close a story, because just the show and tell (demo) could not happen, or a build and test in correct environment was not completed due to big queue in CM. The team argues for closing the story, they feel that they are loosing story points for no fault of theirs. Here as a coach, one has to reinforce the concept of \u201cDone\u201d and revisit the concept of \u201cVelocity\u201d.<\/p>\n","post_title":"Initial coaching interventions for Retrospectives","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"initial-coaching-interventions-for-retrospectives","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:04","post_modified_gmt":"2024-01-29 14:50:04","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3343","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3339,"post_author":"26","post_date":"2015-04-11 09:33:55","post_date_gmt":"2015-04-11 04:03:55","post_content":"\n
Teams new to Scrum have a product backlog. The backlog will be groomed to some degree, typically have clarity for up to one to two sprints. The priority will be clear, with fair amount of detail on the requirements. The estimates may be present, it could be story points or a masked form of an effort estimate.<\/p>\n\n\n\n
The Product Owner (PO), who is not co-located in most of the teams will participate in Sprint Planning and along with the Scrum Master and team pick a set of stories to be done in the Sprint. After this the team jumps into doing the work. Detailed Sprint Planning is given a miss as PO will not be available for the entire duration and the team reluctant to do task based estimate for variety of reasons, if they do it is done by a few senior members of the team.<\/p>\n\n\n\n
This is where the first intervention from coach is needed, coax them to do detailed planning i.e., break down the stories into tasks and corresponding effort estimates. Insist that the entire team be involved and ensure that they balance the work they are taking up with the capacity the team has. Here is where they get to see one of the characteristics of Scrum \u2013 uncovering the problems at the earliest, and as a coach one should ensure that they become aware of it.<\/p>\n\n\n\n
$\"Sprint_Plan_1\"$ <\/figure>\n\n\n\n
Few things they discover:
- there may not be enough Analysis\/Dev\/DBA\/QA capacity in the team
- some of the team may not be fully utilized
- as they break down stories to tasks they realize that some stories cannot be completed, due to external dependencies, that is unlikely to be fulfilled.
- they may require more information from the PO.
- lastly the entire team gains an understanding what is planned to be accomplished.<\/p>\n\n\n\n
And it is interesting to see how they work around this:
- make use of team members not fully utilized to accomplish some of the tasks.
- the above at times involves redistributing the work, so that team members volunteering outside their domain, can take up relatively simpler tasks.
- go back to PO\/stakeholders and try to get the dependencies resolved or pick another story, this one requires a push from coach.
- get clarity on requirements from PO, this has to happen the next day.
- re-adjust the sprint backlog taking the above into account.<\/p>\n\n\n\n
$\"Sprint_Plan_2\"$ <\/figure>\n\n\n\n
At times guidelines are adhered to, planning sessions is time-boxed, they assume that all planning needs to happen in one sitting. Here is where, as a coach, one has to make them see the \"why\" behind a particular step, \"what\" outcome is desired? The outcome of having a proper Sprint Plan is more important than accomplishing it a single time-boxed session.<\/p>\n\n\n\n
As they complete this they realize that in past sprints, they grappled with these issues, towards the end of the sprint. Now they have ample time to cope with it \u2013 the benefit of Scrum uncovering problems earlier is leveraged.<\/p>\n\n\n\n
There is reluctance to do task effort estimates. In the traditional planning task estimates are done for entire project even with some requirements not being clear. This would have resulted in lot of waste, this coupled with notion that agile means no planning is the major cause of the reluctance. As a coach, one needs to highlight that there is better clarity on requirements and it is being done for just a sprint, so there is no waste. The reluctance is also due to lack of understanding of the difference between story point, size and effort estimates, this needs to be addressed.<\/p>\n\n\n\n
At this juncture the team is ready to make and take on the commitment with higher confidence. You can see the related blog on retrospectives.<\/p>\n","post_title":"Initial coaching interventions for Sprint Planning","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"initial-coaching-interventions-for-sprint-planning","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:24","post_modified_gmt":"2024-01-29 14:50:24","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3339","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1519,"post_author":"33","post_date":"2014-11-09 12:15:54","post_date_gmt":"2014-11-09 06:45:54","post_content":"\n
$\"\"\/$ <\/figure>\n\n\n\n
  <\/p>\n\n\n\n
Leaders have only two jobs:<\/p>\n\n\n\n
1) Getting work done<\/p>\n\n\n\n
2) Growing the people<\/p>\n\n\n\n
Coaching as a leadership\/management style achieves both.<\/p>\n\n\n\n
With Command & Control approach, managers may get the work done in the short term, by force. But that might have negative impacts on the team in terms of :<\/p>\n\n\n\n
- Lack of ownership<\/p>\n\n\n\n
- Low motivation<\/p>\n\n\n\n
- Poor quality output<\/p>\n\n\n\n
- Low productivity<\/p>\n\n\n\n
- Missed schedules etc.<\/p>\n\n\n\n
Command & Control might also impact development of team members negatively. Teams might wait for manager to give instruction. They might hesitate to take initiative as it might get overruled by the manager. They might stop thinking new & innovative ideas as the manager will always tell them what to do.<\/p>\n\n\n\n
On the other hand, with Coaching as the leadership style, managers will empower the team members to come out with new ideas, solutions and encourage them to implement them. They will help the team members to discover their strengths by asking questions & challenging them. This builds motivation and ownership in the team members.<\/p>\n\n\n\n
Having said that, there are situations where Managers need to use command & control approaches. For example, in a fire fighting situation where extremely quick response in needed. There will be a need for different approaches for different team members \u2013 someone may need more directive input & constant oversight and someone may need a lot of freedom.<\/p>\n\n\n\n
A good leader is one who has high self awareness, self-regulation, self-motivation and empathy through which he\/she can sense and respond differently, in a conscious way, to different situations & different people.<\/p>\n\n\n\n
However, to be a good Leader, coaching way of management style should be the most natural approach and command & control should be the exception.<\/p>\n","post_title":"Coaching vs Command & Control style of Management","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"coaching-vs-command-control-style-of-management","to_ping":"","pinged":"","post_modified":"2024-01-29 15:34:20","post_modified_gmt":"2024-01-29 15:34:20","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1519","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1456,"post_author":"31","post_date":"2014-11-09 12:15:37","post_date_gmt":"2014-11-09 06:45:37","post_content":"\n
In an earlier article \u201cJourney of a coach \u2013 theory & practice (Part I)<\/a>, we introduced the \u201ccircles of influence\u201d which form the context (see diagram below) for coaching process.<\/p>\n\n\n\n
$\"image\"$ <\/a> The circles in the diagram above have a significant bearing on coaching effectiveness and need to be addressed by the coach using the theory of coaching (such as Whitmore\u2019s book on \u201cCoaching for Performance\u201d). In the case of some circles, the theory may \u201cend\u201d at some point and the coach will have \u201cinterpret\u201d and \u201cextend\u201d it for the specific coachee situation at hand.<\/p>\n\n\n\n
We covered the following in Part I of this article:<\/p>\n\n\n\n
\u00b7 Circle #1: Are all situations \u201ccoaching situations\u201d?<\/p>\n\n\n\n
\u00b7 Circle #2: Are people always receptive to coaching?<\/p>\n\n\n\n
In this Part II, we will cover the two remaining circles.<\/p>\n\n\n\n
Circle #3: Are coaches sometimes helpless?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
Circle #3 above regarding \u201cbeliefs, perceptions and personal circumstances\u201d can actually be quite a hard shell hindering coaching progress. But it is often an invisible hard shell because people will share only so much of their innermost beliefs and personal circumstances even though they are impacting their work performance. Coaches make chance discoveries of this shell in the Reality check part (that is, the current state of affairs that needs to improve to meet the Goal) of the Goal-Reality-Options-Will (GROW) model of Whitmore. Here are examples:<\/p>\n\n\n\n
\u00b7 A coachee once candidly admitted that he was himself the reason for his declining performance at work. The reason was that his family was going through his sister\u2019s painful divorce in the US and her life coming back to India. He just could not go about work as usual<\/p>\n\n\n\n
\u00b7 A second coachee had a lot of issues with his manager. He felt that the manager\u2019s lack of domain knowledge resulted in his not realizing & recognizing the value of the coachee\u2019s work. In addition, the coachee seemed to indicate that lack of recognition of his work had to do with his belonging to a minority religious community in India<\/p>\n\n\n\n
\u00b7 Yet another coachee told my colleague (also a Performance Coach) that her problems arose because her boss was an inveterate woman-hater<\/p>\n\n\n\n
These are situations of tight-rope walking for a performance coach! In situations of personal crisis, the coach may only help by sympathetic and patient listening. This may help the coachee more than one would think \u2013 just getting the problem \u201coff his chest\u201d often helps and relieves stress. Being less stressed, he may be able to come to grips with his personal predicament and deal with it better. However, coachee\u2019s entrenched beliefs on, say, religion and gender can be very challenging for the coach to deal with. Some deep-rooted beliefs may indicate pathology needing help from a trained therapist \u2013 far beyond the scope of performance coaching and the ability of the coach.<\/p>\n\n\n\n
Circle #4: Is the coachee\u2019s work environment conducive?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The last circle of influence is the coachee\u2019s work. Sometimes, people have told me that they are \u201cstuck\u201d in positions \u2013 say, \u201croutine\u201d software bug fixing and maintenance where there is really no scope for \u201clearning, enjoyment and fulfillment\u201d (you may like to read My Team is not motivated!!!<\/a> by my colleague Prasanna Moses on this). Most of us would agree that there is far less drudgery at work in today\u2019s knowledge-centric world than even just 30 years ago. We would also agree that there is no such thing as 100% \u201csexy\u201d work (unless of course, you are doing breakthrough work of your calling \u2013 say, in quantum computing). So, when coachees complain about their current work\/role and the lack of sexiness thereof, I ask them questions about what makes it boring, what they can do about it and so on \u2013 hopefully making them better aware of interesting possibilities in what they were doing. In some cases, people have hinted to me that they are considering quitting their \u201cboring\u201d job and looking for a reaction. Under such circumstances, to be fair to the coachee and to the coachee\u2019s employer (who is paying my fees!), I would say the best option is to ask the coachee questions exploring his rationale for leaving (without being judgmental on whether it is right or wrong) \u2013 like what does he think leaving the job will achieve, how will it get him closer to his goals, how is he sure that the same problems would not repeat themselves in the new organization and so on. The ultimate decision should be the coachee\u2019s based on introspection triggered by your questions. He may still choose to quit \u2013 but that is another matter! As far as you are concerned as a coach, you have played it fair & square. It is not unthinkable that you as the coach may actually agree with his rationale for seeking another job!<\/p>\n\n\n\n
A related aspect is also the organizational environment in which the coachee works \u2013 over & above his immediate work\/role discussed above. In sports coaching, the strong individual motivation is a given and the coachee has a great deal of control over what he can and cannot do to enhance his performance. The circumstances for software project managers are different. Their GROW model is in the context of an organization with its culture, policies, processes and so on. As a coach, I have encountered some real challenges here \u2013 the Project Manager may be aspiring to do something of value in his project but his line management and work environment may not be supportive. Some organizational policies can be insensitive to people and even draconian. In one software development organization, if project team members logged in less than 40 hours per week of approved work, there would be automatic cuts in their pay while the significant additional work needed at other times went scarcely noticed! How can one be expected to learn and enjoy their work in such an environment? In such cases, we do bring it up with the line management for addressing them and offer our help as well. To be honest, it worked sometimes and it did not in as many cases.<\/p>\n\n\n\n
In summary, as a practicing coach, you are bound to run into situations like the ones above which make you stop and ponder as to what extent theory can lead practice! You may need to introspect and think of newer ways of extending \u201ctheory\u201d or just use good old common sense and move on! At PM Power, we have the coaches\u2019 conclave where these situations are discussed to see how best to help the coachee considering all the circles of influence. It has significantly helped our coaches in specific situations and in honing their coaching skills in general.<\/p>\n\n\n\n
We invite you to share your coaching experiences (as a coach or a coachee) and we would be happy to share our perspectives which may be of help. You may reach us at info@pm-powerconsulting.com.<\/p>\n","post_title":"Journey of a coach - theory & practice (Part II)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-ii","to_ping":"","pinged":"","post_modified":"2024-01-29 10:54:32","post_modified_gmt":"2024-01-29 10:54:32","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1456","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1514,"post_author":"31","post_date":"2014-11-02 12:24:22","post_date_gmt":"2014-11-02 06:54:22","post_content":"\n
A speaker finishes a great speech \u2013 at least, HE thinks it is great! He then asks, \u201cAny questions?\u201d What does he expect? If I were him, I would expect the audience to demonstrate a level of understanding of what the speech was all about and ask meaningful questions - clarifying the ground covered and even extending from there.<\/p>\n\n\n\n
These are situations where one actually wants to be questioned to get a sense a satisfaction that the effort (the speech, in this case) has been worthwhile. But there are other situations where being questioned has a very negative connotation. It implies questioning the ability of the person being questioned or the work that he has done.<\/p>\n\n\n\n
The important thing is that the intent of questioning should be to seek understanding rather than putting down someone. Hence, even the tone of questioning is very important. Consider the difference between, \u201cWhy did you do THAT?\u201d and \u201cWhat are your reasons for doing THAT?\u201d<\/p>\n\n\n\n
The tone of the former question is judgmental while the same question asked differently demonstrates an openness and a neutral tone. The tone is important because it can either put people off & make them defensive or it can make them relaxed and explain their rationale for an idea or a course of action.<\/p>\n\n\n\n
From the above, it follows that there is a big difference between \u201cquestioning\u201d and \u201casking questions\u201d.<\/p>\n\n\n\n
$\"image\"$ <\/figure>\n\n\n\n
In the work context, a manager who adopts an approach of \u201casking questions\u201d enables an environment where his reportees apply their mind to the situation at hand and exercise their best judgment on the right course of action.<\/p>\n\n\n\n
The manager can use questions to expand the reportee\u2019s thinking and make him aware of aspects he may not have thought of (instead of just instructing him what to do).<\/p>\n\n\n\n
Hence asking questions contributes to the reportee\u2019s overall development and ability to deal with situations with minimal oversight. Equally important, it enables greater responsibility on the part of the reportee so that the implementation aspects of his suggestions are fully owned by him.<\/p>\n\n\n\n
Through this, the manager\u2019s time is also freed up from routine oversight functions to take up important but not urgent tasks.<\/p>\n\n\n\n
In a highly dynamic world, the approach of \u201casking questions\u201d is not just \u201ca nice to have\u201d but an imperative to empower people and ensure that the organization as a whole responds fast to changes in the environment.<\/p>\n\n\n\n
\u201cAsking questions\u201d is an essential part of the tool set of a coach who may be the line manager himself. You consciously adopt the approach for improving the \u201cawareness\u201d of the coachee and therefore, open his mind to his perceptions & other possibilities and take \u201cresponsibility\u201d for the options for actions that he chooses.<\/p>\n\n\n\n
Finally, adopting the approach of \u201casking questions\u201d needs a complementing skill which is ACTIVE listening. A coach cannot sustain a session of asking questions without actually listening well, understanding and re-phrasing of what the coachee says.<\/p>\n\n\n\n
As with most things in life, practice makes perfect \u2013 it takes time and experience to hone the approach of asking questions and the skill of active listening. But they can indeed be developed for individual and organizational benefit. The time to start is NOW!<\/p>\n","post_title":"Questioning and Asking Questions - what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"questioning-and-asking-questions-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:02","post_modified_gmt":"2024-01-29 10:55:02","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1514","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1448,"post_author":"31","post_date":"2014-11-02 06:59:09","post_date_gmt":"2014-11-02 01:29:09","post_content":"\n
This article is part of the series on \u201cJourney of a coach\u201d covering my experiences as a performance coach. You may have the read an earlier article in the series on \u201cJourney of a coach \u2013 the beginning\u201d<\/a>. The journey continues here...<\/p>\n\n\n\n
Yogi Berra, New York Yankees baseball player (arguably the best catcher of all time) said, \u201cIn theory, there is no difference between theory & practice. But in practice, there is!\u201d So, this article is about the theory & practice of coaching for performance \u2013 not baseball players but people managing software projects.<\/p>\n\n\n\n
In my context, the \u201ctheory\u201d was mostly \u201cCoaching for Performance\u201d by John Whitmore (by the way, there is another article of mine on Whitmore<\/a> if you are interested). The \u201cpractice\u201d was, of course, my actual experiences over the years.<\/p>\n\n\n\n
A caveat \u2013 I am not here to debunk theory and hail practice - as a cardiac surgeon might! I have a great deal of respect for Whitmore\u2019s book on Coaching for Performance. The book provided a solid reference and a practical guide for my work as a coach all these years.<\/p>\n\n\n\n
However, I do have my own \u201cinterpretations\u201d and \u201cextensions\u201d of the theory in actual practice which I wish to share. I will use the diagram below which shows the context for coaching.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
You can see the \u201ccircles of influence\u201d around the coachee which would have a bearing on coaching and its effectiveness. We will cover each of these circles with examples. Note that the coach\u2019s experience, beliefs and perceptions are also significant in the context in addition to his skills for coaching.<\/p>\n\n\n\n
Circle #1: Are all situations \u201ccoaching situations\u201d?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The first circle of influence is the coaching situation faced by the coachee at work. For example, it could be that he is recently promoted and finds gaining acceptance in his team a challenge.<\/p>\n\n\n\n
The question is whether all such work situations are amenable for coaching - whether you are the manager of the coachee or an external coach. If you follow the \u201ctheory\u201d (that is Whitmore), a coaching style can become the default management style of the entire organization for all occasions.<\/p>\n\n\n\n
In other words, all manager-reportee interactions can naturally follow the coaching style \u2013 the manager following the sequence of helping his reportee to identify the goal he is seeking to achieve, assess the current state of affairs, consider the available options to achieve the goal and making the commitment-making to make it happen.<\/p>\n\n\n\n
That is all very well, but what if you are a commando fighting a guerrilla war in a jungle and see a metal tube from the foliage pointing at you. Your commander (\u201cmanager\u201d) is not going to coach you through the situation, is he?<\/p>\n\n\n\n
There are also other equivalent (but less extreme) situations at work when time is of essence and all that the coachee needs is information or simple direction (like for example, how to balance staff loading in a project schedule).<\/p>\n\n\n\n
So, my interpretation of theory is that there is better pay-off of coaching in some situations than others. However, there are many, many work situations wherein the quality of work<\/b> or results<\/b> is very important, the learning<\/b> for the coachee very important and it is not an emergency<\/b>. Coaching is very relevant in those cases.<\/p>\n\n\n\n
Circle #2: Are people always receptive to coaching?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The next circle of influence is relating to how receptive people are to coaching even if their work situation was amenable for it.<\/p>\n\n\n\n
Are they motivated enough to become more aware<\/b> and take responsibility<\/b> by themselves and not just because their employer has enrolled them in a training & coaching program?<\/p>\n\n\n\n
Maslow\u2019s theory is that motivation is linked to the stage an individual is at in a hierarchy of needs (see diagram below from Whitmore\u2019s Coaching for Performance). Note that Whitmore has split Maslow\u2019s Esteem stage into two \u2013 Esteem from others and Self-esteem.<\/p>\n\n\n\n
At the stage of Esteem from others, one is looking \u201cexternal\u201d recognition and prestige as motivators. At the stage of Self-esteem, external motivators tend to become less important. More important is the need to make a difference and being empowered to do so enhancing self-esteem. This self-esteem stage is where coaching makes the biggest impact for personal growth.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
Source: Coaching for Performance by John Whitmore<\/i><\/p>\n\n\n\n
There are a few more \u201ccircles\u201d to cover which we will in Part II of the article.<\/p>\n\n\n\n
Till then...<\/p>\n","post_title":"Journey of a coach - theory & practice (Part I)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-i","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:34","post_modified_gmt":"2024-01-29 10:55:34","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1521,"post_author":"26","post_date":"2014-10-30 10:57:02","post_date_gmt":"2014-10-30 05:27:02","post_content":"\n
$\"Network_whenhow2\"$ <\/a><\/figure>\n\n\n\n
One is never without a network and if you are reading this - it may be more to know how to grow it and\/or to overcome obstacles, often due to one's level comfort with so called \"networking\".<\/p>\n\n\n\n
If you look at how you:<\/p>\n\n\n\n
\n
got the opportunity to work in your current position<\/li>\n\n\n\n
got into your college\/school<\/li>\n\n\n\n
got your house on rent or bought your apartment<\/li>\n<\/ul>\n\n\n\n
you will see that a network - formal, informal or virtual (internet based) was at play.<\/p>\n\n\n\n
I will focus on growing your professional network and a few simple steps for it and not delve into specifics of social media, as all of you would be familiar with it.<\/p>\n\n\n\n
First, start with your existing network - which will be your current and past colleagues, your college and school alumni, friends and family. See that you stay in touch with them, by meeting them up or electronically, if you are not in touch start right away. Sending greetings for important occasions, festivals and events is a good way to start. Make it a point to call a few of them over the commute\/ weekends and work on the complete list slowly and steadily, start at top the list again once you complete it.<\/p>\n\n\n\n
What if you need to ask for a reference or a favor from a person with whom you are not in regular touch. The best way to is to be honest, there is no point in coming up with a phony reason to get in touch with them and ask for what you want. Your honesty will be appreciated, after that do thank them and make an effort to stay in touch with them. See that your nurture this set of contacts where you have already made a start.<\/p>\n\n\n\n
Once, when I was looking out for a job using my network, I made it a point to call and thank all those who forwarded my resume to their contacts and I sent a book as a gift to thank all those contacts whose help took me to the interview stage. I did it without any motive and what amazed me was the warmth from these contacts in all my future interactions.<\/p>\n\n\n\n
Second area to focus on are the professional events - there will be events where your technical or managerial domain will be the focus. You may be sponsored\/encouraged by your organizations to attend them, do not let is pass citing an excuse of being busy. Do make time to attend a few of them. If you find that you do not have this opportunity then see that you find such events and enroll yourself.<\/p>\n\n\n\n
In my experience these events certainly help you make a few contacts, you will always find a few persons whom you will find interesting and knowledgeable and connect effortlessly. The key is to nurture this - see that you follow-up with a mail and\/or a call.<\/p>\n\n\n\n
If you are the type who feels inhibited to make an opening, then do not worry. I was advised by one of my mentors to just listen and not worry about talking and enjoy being there. If you listen and observe intently you will find yourself talking soon. Your focus on the interactions and not on your perceived ability, does the trick. Try it a couple of times and see for yourself.<\/p>\n\n\n\n
Lastly, for anything to succeed one has to have the desire, then comes the effort and discipline for achieving it. A small progress or a step with positive result, is the best encouragement for you to strive towards your goals. Do ponder on your actions and results to stay focused on continuing to do this.<\/p>\n\n\n\n
One related question I hear from many of my coachees is \"visibility\" within the organization. More on that in a later post.<\/p>\n","post_title":"Networking - when and how to begin?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"networking-when-and-how-to-begin","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:58","post_modified_gmt":"2024-01-29 14:50:58","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1521","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1517,"post_author":"30","post_date":"2014-10-29 09:30:26","post_date_gmt":"2014-10-29 04:00:26","post_content":"\n
$\"sell-it\"$ <\/a><\/figure>\n\n\n\n
As a child, I used to come up with various ideas for almost anything, and ask for Rs. 1000\/- per idea. Being a child, nobody would want to pay money, that too a thousand Rupees \u2013 but, I would get something else as an appreciation for my efforts. A toffee, a cone ice cream etc.<\/p>\n\n\n\n
Further on, when I used to be active in small groups, selling was more of ideas and to get the team to converge on something, that the group can take as an action.<\/p>\n\n\n\n
As a team leader, I needed to sell the vision of the project to the team, to get everybody\u2019s buy in.<\/p>\n\n\n\n
More recently, I have been in contact with many aspiring and active entrepreneurs. Selling is something that they do with every breath.<\/p>\n\n\n\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 10 of 12 Previous 1 … 9 10 11 12 Next

\n
One more point to note is that a problem that seems \u201ca way of life\u201d, at end of first sprint may get some solutions, in the subsequent sprint. My reading of this is that the problem when noted first is annoying and frustrating, team is mentally tired to work on it. But when the same problem surfaces again, they are able to come up with a solution, as the frustration is vented in past.<\/p>\n\n\n\n
Let me share one example. This is to do with a scarce DBA resource causing stories to be re-opened due to delayed inputs\/review. At the end of first sprint they made note of this issue and came out strongly on \u201cthis how it is going to be\u201d, \u201cwe have escalated enough already in past\u201d. The issue surfaced again in next sprint, as it was discussed before, the emotions were in check. One of team suggested that we use the grooming pattern, i.e., plan\/do in advance. They figured out a way to deal with it.<\/p>\n\n\n\n
Another oft repeating issue is the frustration of not being able to close a story, because just the show and tell (demo) could not happen, or a build and test in correct environment was not completed due to big queue in CM. The team argues for closing the story, they feel that they are loosing story points for no fault of theirs. Here as a coach, one has to reinforce the concept of \u201cDone\u201d and revisit the concept of \u201cVelocity\u201d.<\/p>\n","post_title":"Initial coaching interventions for Retrospectives","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"initial-coaching-interventions-for-retrospectives","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:04","post_modified_gmt":"2024-01-29 14:50:04","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3343","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3339,"post_author":"26","post_date":"2015-04-11 09:33:55","post_date_gmt":"2015-04-11 04:03:55","post_content":"\n
Teams new to Scrum have a product backlog. The backlog will be groomed to some degree, typically have clarity for up to one to two sprints. The priority will be clear, with fair amount of detail on the requirements. The estimates may be present, it could be story points or a masked form of an effort estimate.<\/p>\n\n\n\n
The Product Owner (PO), who is not co-located in most of the teams will participate in Sprint Planning and along with the Scrum Master and team pick a set of stories to be done in the Sprint. After this the team jumps into doing the work. Detailed Sprint Planning is given a miss as PO will not be available for the entire duration and the team reluctant to do task based estimate for variety of reasons, if they do it is done by a few senior members of the team.<\/p>\n\n\n\n
This is where the first intervention from coach is needed, coax them to do detailed planning i.e., break down the stories into tasks and corresponding effort estimates. Insist that the entire team be involved and ensure that they balance the work they are taking up with the capacity the team has. Here is where they get to see one of the characteristics of Scrum \u2013 uncovering the problems at the earliest, and as a coach one should ensure that they become aware of it.<\/p>\n\n\n\n
$\"Sprint_Plan_1\"$ <\/figure>\n\n\n\n
Few things they discover:
- there may not be enough Analysis\/Dev\/DBA\/QA capacity in the team
- some of the team may not be fully utilized
- as they break down stories to tasks they realize that some stories cannot be completed, due to external dependencies, that is unlikely to be fulfilled.
- they may require more information from the PO.
- lastly the entire team gains an understanding what is planned to be accomplished.<\/p>\n\n\n\n
And it is interesting to see how they work around this:
- make use of team members not fully utilized to accomplish some of the tasks.
- the above at times involves redistributing the work, so that team members volunteering outside their domain, can take up relatively simpler tasks.
- go back to PO\/stakeholders and try to get the dependencies resolved or pick another story, this one requires a push from coach.
- get clarity on requirements from PO, this has to happen the next day.
- re-adjust the sprint backlog taking the above into account.<\/p>\n\n\n\n
$\"Sprint_Plan_2\"$ <\/figure>\n\n\n\n
At times guidelines are adhered to, planning sessions is time-boxed, they assume that all planning needs to happen in one sitting. Here is where, as a coach, one has to make them see the \"why\" behind a particular step, \"what\" outcome is desired? The outcome of having a proper Sprint Plan is more important than accomplishing it a single time-boxed session.<\/p>\n\n\n\n
As they complete this they realize that in past sprints, they grappled with these issues, towards the end of the sprint. Now they have ample time to cope with it \u2013 the benefit of Scrum uncovering problems earlier is leveraged.<\/p>\n\n\n\n
There is reluctance to do task effort estimates. In the traditional planning task estimates are done for entire project even with some requirements not being clear. This would have resulted in lot of waste, this coupled with notion that agile means no planning is the major cause of the reluctance. As a coach, one needs to highlight that there is better clarity on requirements and it is being done for just a sprint, so there is no waste. The reluctance is also due to lack of understanding of the difference between story point, size and effort estimates, this needs to be addressed.<\/p>\n\n\n\n
At this juncture the team is ready to make and take on the commitment with higher confidence. You can see the related blog on retrospectives.<\/p>\n","post_title":"Initial coaching interventions for Sprint Planning","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"initial-coaching-interventions-for-sprint-planning","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:24","post_modified_gmt":"2024-01-29 14:50:24","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3339","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1519,"post_author":"33","post_date":"2014-11-09 12:15:54","post_date_gmt":"2014-11-09 06:45:54","post_content":"\n
$\"\"\/$ <\/figure>\n\n\n\n
  <\/p>\n\n\n\n
Leaders have only two jobs:<\/p>\n\n\n\n
1) Getting work done<\/p>\n\n\n\n
2) Growing the people<\/p>\n\n\n\n
Coaching as a leadership\/management style achieves both.<\/p>\n\n\n\n
With Command & Control approach, managers may get the work done in the short term, by force. But that might have negative impacts on the team in terms of :<\/p>\n\n\n\n
- Lack of ownership<\/p>\n\n\n\n
- Low motivation<\/p>\n\n\n\n
- Poor quality output<\/p>\n\n\n\n
- Low productivity<\/p>\n\n\n\n
- Missed schedules etc.<\/p>\n\n\n\n
Command & Control might also impact development of team members negatively. Teams might wait for manager to give instruction. They might hesitate to take initiative as it might get overruled by the manager. They might stop thinking new & innovative ideas as the manager will always tell them what to do.<\/p>\n\n\n\n
On the other hand, with Coaching as the leadership style, managers will empower the team members to come out with new ideas, solutions and encourage them to implement them. They will help the team members to discover their strengths by asking questions & challenging them. This builds motivation and ownership in the team members.<\/p>\n\n\n\n
Having said that, there are situations where Managers need to use command & control approaches. For example, in a fire fighting situation where extremely quick response in needed. There will be a need for different approaches for different team members \u2013 someone may need more directive input & constant oversight and someone may need a lot of freedom.<\/p>\n\n\n\n
A good leader is one who has high self awareness, self-regulation, self-motivation and empathy through which he\/she can sense and respond differently, in a conscious way, to different situations & different people.<\/p>\n\n\n\n
However, to be a good Leader, coaching way of management style should be the most natural approach and command & control should be the exception.<\/p>\n","post_title":"Coaching vs Command & Control style of Management","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"coaching-vs-command-control-style-of-management","to_ping":"","pinged":"","post_modified":"2024-01-29 15:34:20","post_modified_gmt":"2024-01-29 15:34:20","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1519","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1456,"post_author":"31","post_date":"2014-11-09 12:15:37","post_date_gmt":"2014-11-09 06:45:37","post_content":"\n
In an earlier article \u201cJourney of a coach \u2013 theory & practice (Part I)<\/a>, we introduced the \u201ccircles of influence\u201d which form the context (see diagram below) for coaching process.<\/p>\n\n\n\n
$\"image\"$ <\/a> The circles in the diagram above have a significant bearing on coaching effectiveness and need to be addressed by the coach using the theory of coaching (such as Whitmore\u2019s book on \u201cCoaching for Performance\u201d). In the case of some circles, the theory may \u201cend\u201d at some point and the coach will have \u201cinterpret\u201d and \u201cextend\u201d it for the specific coachee situation at hand.<\/p>\n\n\n\n
We covered the following in Part I of this article:<\/p>\n\n\n\n
\u00b7 Circle #1: Are all situations \u201ccoaching situations\u201d?<\/p>\n\n\n\n
\u00b7 Circle #2: Are people always receptive to coaching?<\/p>\n\n\n\n
In this Part II, we will cover the two remaining circles.<\/p>\n\n\n\n
Circle #3: Are coaches sometimes helpless?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
Circle #3 above regarding \u201cbeliefs, perceptions and personal circumstances\u201d can actually be quite a hard shell hindering coaching progress. But it is often an invisible hard shell because people will share only so much of their innermost beliefs and personal circumstances even though they are impacting their work performance. Coaches make chance discoveries of this shell in the Reality check part (that is, the current state of affairs that needs to improve to meet the Goal) of the Goal-Reality-Options-Will (GROW) model of Whitmore. Here are examples:<\/p>\n\n\n\n
\u00b7 A coachee once candidly admitted that he was himself the reason for his declining performance at work. The reason was that his family was going through his sister\u2019s painful divorce in the US and her life coming back to India. He just could not go about work as usual<\/p>\n\n\n\n
\u00b7 A second coachee had a lot of issues with his manager. He felt that the manager\u2019s lack of domain knowledge resulted in his not realizing & recognizing the value of the coachee\u2019s work. In addition, the coachee seemed to indicate that lack of recognition of his work had to do with his belonging to a minority religious community in India<\/p>\n\n\n\n
\u00b7 Yet another coachee told my colleague (also a Performance Coach) that her problems arose because her boss was an inveterate woman-hater<\/p>\n\n\n\n
These are situations of tight-rope walking for a performance coach! In situations of personal crisis, the coach may only help by sympathetic and patient listening. This may help the coachee more than one would think \u2013 just getting the problem \u201coff his chest\u201d often helps and relieves stress. Being less stressed, he may be able to come to grips with his personal predicament and deal with it better. However, coachee\u2019s entrenched beliefs on, say, religion and gender can be very challenging for the coach to deal with. Some deep-rooted beliefs may indicate pathology needing help from a trained therapist \u2013 far beyond the scope of performance coaching and the ability of the coach.<\/p>\n\n\n\n
Circle #4: Is the coachee\u2019s work environment conducive?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The last circle of influence is the coachee\u2019s work. Sometimes, people have told me that they are \u201cstuck\u201d in positions \u2013 say, \u201croutine\u201d software bug fixing and maintenance where there is really no scope for \u201clearning, enjoyment and fulfillment\u201d (you may like to read My Team is not motivated!!!<\/a> by my colleague Prasanna Moses on this). Most of us would agree that there is far less drudgery at work in today\u2019s knowledge-centric world than even just 30 years ago. We would also agree that there is no such thing as 100% \u201csexy\u201d work (unless of course, you are doing breakthrough work of your calling \u2013 say, in quantum computing). So, when coachees complain about their current work\/role and the lack of sexiness thereof, I ask them questions about what makes it boring, what they can do about it and so on \u2013 hopefully making them better aware of interesting possibilities in what they were doing. In some cases, people have hinted to me that they are considering quitting their \u201cboring\u201d job and looking for a reaction. Under such circumstances, to be fair to the coachee and to the coachee\u2019s employer (who is paying my fees!), I would say the best option is to ask the coachee questions exploring his rationale for leaving (without being judgmental on whether it is right or wrong) \u2013 like what does he think leaving the job will achieve, how will it get him closer to his goals, how is he sure that the same problems would not repeat themselves in the new organization and so on. The ultimate decision should be the coachee\u2019s based on introspection triggered by your questions. He may still choose to quit \u2013 but that is another matter! As far as you are concerned as a coach, you have played it fair & square. It is not unthinkable that you as the coach may actually agree with his rationale for seeking another job!<\/p>\n\n\n\n
A related aspect is also the organizational environment in which the coachee works \u2013 over & above his immediate work\/role discussed above. In sports coaching, the strong individual motivation is a given and the coachee has a great deal of control over what he can and cannot do to enhance his performance. The circumstances for software project managers are different. Their GROW model is in the context of an organization with its culture, policies, processes and so on. As a coach, I have encountered some real challenges here \u2013 the Project Manager may be aspiring to do something of value in his project but his line management and work environment may not be supportive. Some organizational policies can be insensitive to people and even draconian. In one software development organization, if project team members logged in less than 40 hours per week of approved work, there would be automatic cuts in their pay while the significant additional work needed at other times went scarcely noticed! How can one be expected to learn and enjoy their work in such an environment? In such cases, we do bring it up with the line management for addressing them and offer our help as well. To be honest, it worked sometimes and it did not in as many cases.<\/p>\n\n\n\n
In summary, as a practicing coach, you are bound to run into situations like the ones above which make you stop and ponder as to what extent theory can lead practice! You may need to introspect and think of newer ways of extending \u201ctheory\u201d or just use good old common sense and move on! At PM Power, we have the coaches\u2019 conclave where these situations are discussed to see how best to help the coachee considering all the circles of influence. It has significantly helped our coaches in specific situations and in honing their coaching skills in general.<\/p>\n\n\n\n
We invite you to share your coaching experiences (as a coach or a coachee) and we would be happy to share our perspectives which may be of help. You may reach us at info@pm-powerconsulting.com.<\/p>\n","post_title":"Journey of a coach - theory & practice (Part II)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-ii","to_ping":"","pinged":"","post_modified":"2024-01-29 10:54:32","post_modified_gmt":"2024-01-29 10:54:32","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1456","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1514,"post_author":"31","post_date":"2014-11-02 12:24:22","post_date_gmt":"2014-11-02 06:54:22","post_content":"\n
A speaker finishes a great speech \u2013 at least, HE thinks it is great! He then asks, \u201cAny questions?\u201d What does he expect? If I were him, I would expect the audience to demonstrate a level of understanding of what the speech was all about and ask meaningful questions - clarifying the ground covered and even extending from there.<\/p>\n\n\n\n
These are situations where one actually wants to be questioned to get a sense a satisfaction that the effort (the speech, in this case) has been worthwhile. But there are other situations where being questioned has a very negative connotation. It implies questioning the ability of the person being questioned or the work that he has done.<\/p>\n\n\n\n
The important thing is that the intent of questioning should be to seek understanding rather than putting down someone. Hence, even the tone of questioning is very important. Consider the difference between, \u201cWhy did you do THAT?\u201d and \u201cWhat are your reasons for doing THAT?\u201d<\/p>\n\n\n\n
The tone of the former question is judgmental while the same question asked differently demonstrates an openness and a neutral tone. The tone is important because it can either put people off & make them defensive or it can make them relaxed and explain their rationale for an idea or a course of action.<\/p>\n\n\n\n
From the above, it follows that there is a big difference between \u201cquestioning\u201d and \u201casking questions\u201d.<\/p>\n\n\n\n
$\"image\"$ <\/figure>\n\n\n\n
In the work context, a manager who adopts an approach of \u201casking questions\u201d enables an environment where his reportees apply their mind to the situation at hand and exercise their best judgment on the right course of action.<\/p>\n\n\n\n
The manager can use questions to expand the reportee\u2019s thinking and make him aware of aspects he may not have thought of (instead of just instructing him what to do).<\/p>\n\n\n\n
Hence asking questions contributes to the reportee\u2019s overall development and ability to deal with situations with minimal oversight. Equally important, it enables greater responsibility on the part of the reportee so that the implementation aspects of his suggestions are fully owned by him.<\/p>\n\n\n\n
Through this, the manager\u2019s time is also freed up from routine oversight functions to take up important but not urgent tasks.<\/p>\n\n\n\n
In a highly dynamic world, the approach of \u201casking questions\u201d is not just \u201ca nice to have\u201d but an imperative to empower people and ensure that the organization as a whole responds fast to changes in the environment.<\/p>\n\n\n\n
\u201cAsking questions\u201d is an essential part of the tool set of a coach who may be the line manager himself. You consciously adopt the approach for improving the \u201cawareness\u201d of the coachee and therefore, open his mind to his perceptions & other possibilities and take \u201cresponsibility\u201d for the options for actions that he chooses.<\/p>\n\n\n\n
Finally, adopting the approach of \u201casking questions\u201d needs a complementing skill which is ACTIVE listening. A coach cannot sustain a session of asking questions without actually listening well, understanding and re-phrasing of what the coachee says.<\/p>\n\n\n\n
As with most things in life, practice makes perfect \u2013 it takes time and experience to hone the approach of asking questions and the skill of active listening. But they can indeed be developed for individual and organizational benefit. The time to start is NOW!<\/p>\n","post_title":"Questioning and Asking Questions - what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"questioning-and-asking-questions-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:02","post_modified_gmt":"2024-01-29 10:55:02","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1514","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1448,"post_author":"31","post_date":"2014-11-02 06:59:09","post_date_gmt":"2014-11-02 01:29:09","post_content":"\n
This article is part of the series on \u201cJourney of a coach\u201d covering my experiences as a performance coach. You may have the read an earlier article in the series on \u201cJourney of a coach \u2013 the beginning\u201d<\/a>. The journey continues here...<\/p>\n\n\n\n
Yogi Berra, New York Yankees baseball player (arguably the best catcher of all time) said, \u201cIn theory, there is no difference between theory & practice. But in practice, there is!\u201d So, this article is about the theory & practice of coaching for performance \u2013 not baseball players but people managing software projects.<\/p>\n\n\n\n
In my context, the \u201ctheory\u201d was mostly \u201cCoaching for Performance\u201d by John Whitmore (by the way, there is another article of mine on Whitmore<\/a> if you are interested). The \u201cpractice\u201d was, of course, my actual experiences over the years.<\/p>\n\n\n\n
A caveat \u2013 I am not here to debunk theory and hail practice - as a cardiac surgeon might! I have a great deal of respect for Whitmore\u2019s book on Coaching for Performance. The book provided a solid reference and a practical guide for my work as a coach all these years.<\/p>\n\n\n\n
However, I do have my own \u201cinterpretations\u201d and \u201cextensions\u201d of the theory in actual practice which I wish to share. I will use the diagram below which shows the context for coaching.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
You can see the \u201ccircles of influence\u201d around the coachee which would have a bearing on coaching and its effectiveness. We will cover each of these circles with examples. Note that the coach\u2019s experience, beliefs and perceptions are also significant in the context in addition to his skills for coaching.<\/p>\n\n\n\n
Circle #1: Are all situations \u201ccoaching situations\u201d?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The first circle of influence is the coaching situation faced by the coachee at work. For example, it could be that he is recently promoted and finds gaining acceptance in his team a challenge.<\/p>\n\n\n\n
The question is whether all such work situations are amenable for coaching - whether you are the manager of the coachee or an external coach. If you follow the \u201ctheory\u201d (that is Whitmore), a coaching style can become the default management style of the entire organization for all occasions.<\/p>\n\n\n\n
In other words, all manager-reportee interactions can naturally follow the coaching style \u2013 the manager following the sequence of helping his reportee to identify the goal he is seeking to achieve, assess the current state of affairs, consider the available options to achieve the goal and making the commitment-making to make it happen.<\/p>\n\n\n\n
That is all very well, but what if you are a commando fighting a guerrilla war in a jungle and see a metal tube from the foliage pointing at you. Your commander (\u201cmanager\u201d) is not going to coach you through the situation, is he?<\/p>\n\n\n\n
There are also other equivalent (but less extreme) situations at work when time is of essence and all that the coachee needs is information or simple direction (like for example, how to balance staff loading in a project schedule).<\/p>\n\n\n\n
So, my interpretation of theory is that there is better pay-off of coaching in some situations than others. However, there are many, many work situations wherein the quality of work<\/b> or results<\/b> is very important, the learning<\/b> for the coachee very important and it is not an emergency<\/b>. Coaching is very relevant in those cases.<\/p>\n\n\n\n
Circle #2: Are people always receptive to coaching?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The next circle of influence is relating to how receptive people are to coaching even if their work situation was amenable for it.<\/p>\n\n\n\n
Are they motivated enough to become more aware<\/b> and take responsibility<\/b> by themselves and not just because their employer has enrolled them in a training & coaching program?<\/p>\n\n\n\n
Maslow\u2019s theory is that motivation is linked to the stage an individual is at in a hierarchy of needs (see diagram below from Whitmore\u2019s Coaching for Performance). Note that Whitmore has split Maslow\u2019s Esteem stage into two \u2013 Esteem from others and Self-esteem.<\/p>\n\n\n\n
At the stage of Esteem from others, one is looking \u201cexternal\u201d recognition and prestige as motivators. At the stage of Self-esteem, external motivators tend to become less important. More important is the need to make a difference and being empowered to do so enhancing self-esteem. This self-esteem stage is where coaching makes the biggest impact for personal growth.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
Source: Coaching for Performance by John Whitmore<\/i><\/p>\n\n\n\n
There are a few more \u201ccircles\u201d to cover which we will in Part II of the article.<\/p>\n\n\n\n
Till then...<\/p>\n","post_title":"Journey of a coach - theory & practice (Part I)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-i","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:34","post_modified_gmt":"2024-01-29 10:55:34","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1521,"post_author":"26","post_date":"2014-10-30 10:57:02","post_date_gmt":"2014-10-30 05:27:02","post_content":"\n
$\"Network_whenhow2\"$ <\/a><\/figure>\n\n\n\n
One is never without a network and if you are reading this - it may be more to know how to grow it and\/or to overcome obstacles, often due to one's level comfort with so called \"networking\".<\/p>\n\n\n\n
If you look at how you:<\/p>\n\n\n\n
\n
got the opportunity to work in your current position<\/li>\n\n\n\n
got into your college\/school<\/li>\n\n\n\n
got your house on rent or bought your apartment<\/li>\n<\/ul>\n\n\n\n
you will see that a network - formal, informal or virtual (internet based) was at play.<\/p>\n\n\n\n
I will focus on growing your professional network and a few simple steps for it and not delve into specifics of social media, as all of you would be familiar with it.<\/p>\n\n\n\n
First, start with your existing network - which will be your current and past colleagues, your college and school alumni, friends and family. See that you stay in touch with them, by meeting them up or electronically, if you are not in touch start right away. Sending greetings for important occasions, festivals and events is a good way to start. Make it a point to call a few of them over the commute\/ weekends and work on the complete list slowly and steadily, start at top the list again once you complete it.<\/p>\n\n\n\n
What if you need to ask for a reference or a favor from a person with whom you are not in regular touch. The best way to is to be honest, there is no point in coming up with a phony reason to get in touch with them and ask for what you want. Your honesty will be appreciated, after that do thank them and make an effort to stay in touch with them. See that your nurture this set of contacts where you have already made a start.<\/p>\n\n\n\n
Once, when I was looking out for a job using my network, I made it a point to call and thank all those who forwarded my resume to their contacts and I sent a book as a gift to thank all those contacts whose help took me to the interview stage. I did it without any motive and what amazed me was the warmth from these contacts in all my future interactions.<\/p>\n\n\n\n
Second area to focus on are the professional events - there will be events where your technical or managerial domain will be the focus. You may be sponsored\/encouraged by your organizations to attend them, do not let is pass citing an excuse of being busy. Do make time to attend a few of them. If you find that you do not have this opportunity then see that you find such events and enroll yourself.<\/p>\n\n\n\n
In my experience these events certainly help you make a few contacts, you will always find a few persons whom you will find interesting and knowledgeable and connect effortlessly. The key is to nurture this - see that you follow-up with a mail and\/or a call.<\/p>\n\n\n\n
If you are the type who feels inhibited to make an opening, then do not worry. I was advised by one of my mentors to just listen and not worry about talking and enjoy being there. If you listen and observe intently you will find yourself talking soon. Your focus on the interactions and not on your perceived ability, does the trick. Try it a couple of times and see for yourself.<\/p>\n\n\n\n
Lastly, for anything to succeed one has to have the desire, then comes the effort and discipline for achieving it. A small progress or a step with positive result, is the best encouragement for you to strive towards your goals. Do ponder on your actions and results to stay focused on continuing to do this.<\/p>\n\n\n\n
One related question I hear from many of my coachees is \"visibility\" within the organization. More on that in a later post.<\/p>\n","post_title":"Networking - when and how to begin?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"networking-when-and-how-to-begin","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:58","post_modified_gmt":"2024-01-29 14:50:58","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1521","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1517,"post_author":"30","post_date":"2014-10-29 09:30:26","post_date_gmt":"2014-10-29 04:00:26","post_content":"\n
$\"sell-it\"$ <\/a><\/figure>\n\n\n\n
As a child, I used to come up with various ideas for almost anything, and ask for Rs. 1000\/- per idea. Being a child, nobody would want to pay money, that too a thousand Rupees \u2013 but, I would get something else as an appreciation for my efforts. A toffee, a cone ice cream etc.<\/p>\n\n\n\n
Further on, when I used to be active in small groups, selling was more of ideas and to get the team to converge on something, that the group can take as an action.<\/p>\n\n\n\n
As a team leader, I needed to sell the vision of the project to the team, to get everybody\u2019s buy in.<\/p>\n\n\n\n
More recently, I have been in contact with many aspiring and active entrepreneurs. Selling is something that they do with every breath.<\/p>\n\n\n\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 10 of 12 Previous 1 … 9 10 11 12 Next

\n
This has worked well, teams typically identify one to three items and come up with reasonable details for implementing them. If required I remind them of these mid sprint, some steps are taken and progress made, this helps in them getting into the habit of doing retrospectives regularly.<\/p>\n\n\n\n
One more point to note is that a problem that seems \u201ca way of life\u201d, at end of first sprint may get some solutions, in the subsequent sprint. My reading of this is that the problem when noted first is annoying and frustrating, team is mentally tired to work on it. But when the same problem surfaces again, they are able to come up with a solution, as the frustration is vented in past.<\/p>\n\n\n\n
Let me share one example. This is to do with a scarce DBA resource causing stories to be re-opened due to delayed inputs\/review. At the end of first sprint they made note of this issue and came out strongly on \u201cthis how it is going to be\u201d, \u201cwe have escalated enough already in past\u201d. The issue surfaced again in next sprint, as it was discussed before, the emotions were in check. One of team suggested that we use the grooming pattern, i.e., plan\/do in advance. They figured out a way to deal with it.<\/p>\n\n\n\n
Another oft repeating issue is the frustration of not being able to close a story, because just the show and tell (demo) could not happen, or a build and test in correct environment was not completed due to big queue in CM. The team argues for closing the story, they feel that they are loosing story points for no fault of theirs. Here as a coach, one has to reinforce the concept of \u201cDone\u201d and revisit the concept of \u201cVelocity\u201d.<\/p>\n","post_title":"Initial coaching interventions for Retrospectives","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"initial-coaching-interventions-for-retrospectives","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:04","post_modified_gmt":"2024-01-29 14:50:04","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3343","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3339,"post_author":"26","post_date":"2015-04-11 09:33:55","post_date_gmt":"2015-04-11 04:03:55","post_content":"\n
Teams new to Scrum have a product backlog. The backlog will be groomed to some degree, typically have clarity for up to one to two sprints. The priority will be clear, with fair amount of detail on the requirements. The estimates may be present, it could be story points or a masked form of an effort estimate.<\/p>\n\n\n\n
The Product Owner (PO), who is not co-located in most of the teams will participate in Sprint Planning and along with the Scrum Master and team pick a set of stories to be done in the Sprint. After this the team jumps into doing the work. Detailed Sprint Planning is given a miss as PO will not be available for the entire duration and the team reluctant to do task based estimate for variety of reasons, if they do it is done by a few senior members of the team.<\/p>\n\n\n\n
This is where the first intervention from coach is needed, coax them to do detailed planning i.e., break down the stories into tasks and corresponding effort estimates. Insist that the entire team be involved and ensure that they balance the work they are taking up with the capacity the team has. Here is where they get to see one of the characteristics of Scrum \u2013 uncovering the problems at the earliest, and as a coach one should ensure that they become aware of it.<\/p>\n\n\n\n
$\"Sprint_Plan_1\"$ <\/figure>\n\n\n\n
Few things they discover:
- there may not be enough Analysis\/Dev\/DBA\/QA capacity in the team
- some of the team may not be fully utilized
- as they break down stories to tasks they realize that some stories cannot be completed, due to external dependencies, that is unlikely to be fulfilled.
- they may require more information from the PO.
- lastly the entire team gains an understanding what is planned to be accomplished.<\/p>\n\n\n\n
And it is interesting to see how they work around this:
- make use of team members not fully utilized to accomplish some of the tasks.
- the above at times involves redistributing the work, so that team members volunteering outside their domain, can take up relatively simpler tasks.
- go back to PO\/stakeholders and try to get the dependencies resolved or pick another story, this one requires a push from coach.
- get clarity on requirements from PO, this has to happen the next day.
- re-adjust the sprint backlog taking the above into account.<\/p>\n\n\n\n
$\"Sprint_Plan_2\"$ <\/figure>\n\n\n\n
At times guidelines are adhered to, planning sessions is time-boxed, they assume that all planning needs to happen in one sitting. Here is where, as a coach, one has to make them see the \"why\" behind a particular step, \"what\" outcome is desired? The outcome of having a proper Sprint Plan is more important than accomplishing it a single time-boxed session.<\/p>\n\n\n\n
As they complete this they realize that in past sprints, they grappled with these issues, towards the end of the sprint. Now they have ample time to cope with it \u2013 the benefit of Scrum uncovering problems earlier is leveraged.<\/p>\n\n\n\n
There is reluctance to do task effort estimates. In the traditional planning task estimates are done for entire project even with some requirements not being clear. This would have resulted in lot of waste, this coupled with notion that agile means no planning is the major cause of the reluctance. As a coach, one needs to highlight that there is better clarity on requirements and it is being done for just a sprint, so there is no waste. The reluctance is also due to lack of understanding of the difference between story point, size and effort estimates, this needs to be addressed.<\/p>\n\n\n\n
At this juncture the team is ready to make and take on the commitment with higher confidence. You can see the related blog on retrospectives.<\/p>\n","post_title":"Initial coaching interventions for Sprint Planning","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"initial-coaching-interventions-for-sprint-planning","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:24","post_modified_gmt":"2024-01-29 14:50:24","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3339","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1519,"post_author":"33","post_date":"2014-11-09 12:15:54","post_date_gmt":"2014-11-09 06:45:54","post_content":"\n
$\"\"\/$ <\/figure>\n\n\n\n
  <\/p>\n\n\n\n
Leaders have only two jobs:<\/p>\n\n\n\n
1) Getting work done<\/p>\n\n\n\n
2) Growing the people<\/p>\n\n\n\n
Coaching as a leadership\/management style achieves both.<\/p>\n\n\n\n
With Command & Control approach, managers may get the work done in the short term, by force. But that might have negative impacts on the team in terms of :<\/p>\n\n\n\n
- Lack of ownership<\/p>\n\n\n\n
- Low motivation<\/p>\n\n\n\n
- Poor quality output<\/p>\n\n\n\n
- Low productivity<\/p>\n\n\n\n
- Missed schedules etc.<\/p>\n\n\n\n
Command & Control might also impact development of team members negatively. Teams might wait for manager to give instruction. They might hesitate to take initiative as it might get overruled by the manager. They might stop thinking new & innovative ideas as the manager will always tell them what to do.<\/p>\n\n\n\n
On the other hand, with Coaching as the leadership style, managers will empower the team members to come out with new ideas, solutions and encourage them to implement them. They will help the team members to discover their strengths by asking questions & challenging them. This builds motivation and ownership in the team members.<\/p>\n\n\n\n
Having said that, there are situations where Managers need to use command & control approaches. For example, in a fire fighting situation where extremely quick response in needed. There will be a need for different approaches for different team members \u2013 someone may need more directive input & constant oversight and someone may need a lot of freedom.<\/p>\n\n\n\n
A good leader is one who has high self awareness, self-regulation, self-motivation and empathy through which he\/she can sense and respond differently, in a conscious way, to different situations & different people.<\/p>\n\n\n\n
However, to be a good Leader, coaching way of management style should be the most natural approach and command & control should be the exception.<\/p>\n","post_title":"Coaching vs Command & Control style of Management","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"coaching-vs-command-control-style-of-management","to_ping":"","pinged":"","post_modified":"2024-01-29 15:34:20","post_modified_gmt":"2024-01-29 15:34:20","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1519","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1456,"post_author":"31","post_date":"2014-11-09 12:15:37","post_date_gmt":"2014-11-09 06:45:37","post_content":"\n
In an earlier article \u201cJourney of a coach \u2013 theory & practice (Part I)<\/a>, we introduced the \u201ccircles of influence\u201d which form the context (see diagram below) for coaching process.<\/p>\n\n\n\n
$\"image\"$ <\/a> The circles in the diagram above have a significant bearing on coaching effectiveness and need to be addressed by the coach using the theory of coaching (such as Whitmore\u2019s book on \u201cCoaching for Performance\u201d). In the case of some circles, the theory may \u201cend\u201d at some point and the coach will have \u201cinterpret\u201d and \u201cextend\u201d it for the specific coachee situation at hand.<\/p>\n\n\n\n
We covered the following in Part I of this article:<\/p>\n\n\n\n
\u00b7 Circle #1: Are all situations \u201ccoaching situations\u201d?<\/p>\n\n\n\n
\u00b7 Circle #2: Are people always receptive to coaching?<\/p>\n\n\n\n
In this Part II, we will cover the two remaining circles.<\/p>\n\n\n\n
Circle #3: Are coaches sometimes helpless?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
Circle #3 above regarding \u201cbeliefs, perceptions and personal circumstances\u201d can actually be quite a hard shell hindering coaching progress. But it is often an invisible hard shell because people will share only so much of their innermost beliefs and personal circumstances even though they are impacting their work performance. Coaches make chance discoveries of this shell in the Reality check part (that is, the current state of affairs that needs to improve to meet the Goal) of the Goal-Reality-Options-Will (GROW) model of Whitmore. Here are examples:<\/p>\n\n\n\n
\u00b7 A coachee once candidly admitted that he was himself the reason for his declining performance at work. The reason was that his family was going through his sister\u2019s painful divorce in the US and her life coming back to India. He just could not go about work as usual<\/p>\n\n\n\n
\u00b7 A second coachee had a lot of issues with his manager. He felt that the manager\u2019s lack of domain knowledge resulted in his not realizing & recognizing the value of the coachee\u2019s work. In addition, the coachee seemed to indicate that lack of recognition of his work had to do with his belonging to a minority religious community in India<\/p>\n\n\n\n
\u00b7 Yet another coachee told my colleague (also a Performance Coach) that her problems arose because her boss was an inveterate woman-hater<\/p>\n\n\n\n
These are situations of tight-rope walking for a performance coach! In situations of personal crisis, the coach may only help by sympathetic and patient listening. This may help the coachee more than one would think \u2013 just getting the problem \u201coff his chest\u201d often helps and relieves stress. Being less stressed, he may be able to come to grips with his personal predicament and deal with it better. However, coachee\u2019s entrenched beliefs on, say, religion and gender can be very challenging for the coach to deal with. Some deep-rooted beliefs may indicate pathology needing help from a trained therapist \u2013 far beyond the scope of performance coaching and the ability of the coach.<\/p>\n\n\n\n
Circle #4: Is the coachee\u2019s work environment conducive?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The last circle of influence is the coachee\u2019s work. Sometimes, people have told me that they are \u201cstuck\u201d in positions \u2013 say, \u201croutine\u201d software bug fixing and maintenance where there is really no scope for \u201clearning, enjoyment and fulfillment\u201d (you may like to read My Team is not motivated!!!<\/a> by my colleague Prasanna Moses on this). Most of us would agree that there is far less drudgery at work in today\u2019s knowledge-centric world than even just 30 years ago. We would also agree that there is no such thing as 100% \u201csexy\u201d work (unless of course, you are doing breakthrough work of your calling \u2013 say, in quantum computing). So, when coachees complain about their current work\/role and the lack of sexiness thereof, I ask them questions about what makes it boring, what they can do about it and so on \u2013 hopefully making them better aware of interesting possibilities in what they were doing. In some cases, people have hinted to me that they are considering quitting their \u201cboring\u201d job and looking for a reaction. Under such circumstances, to be fair to the coachee and to the coachee\u2019s employer (who is paying my fees!), I would say the best option is to ask the coachee questions exploring his rationale for leaving (without being judgmental on whether it is right or wrong) \u2013 like what does he think leaving the job will achieve, how will it get him closer to his goals, how is he sure that the same problems would not repeat themselves in the new organization and so on. The ultimate decision should be the coachee\u2019s based on introspection triggered by your questions. He may still choose to quit \u2013 but that is another matter! As far as you are concerned as a coach, you have played it fair & square. It is not unthinkable that you as the coach may actually agree with his rationale for seeking another job!<\/p>\n\n\n\n
A related aspect is also the organizational environment in which the coachee works \u2013 over & above his immediate work\/role discussed above. In sports coaching, the strong individual motivation is a given and the coachee has a great deal of control over what he can and cannot do to enhance his performance. The circumstances for software project managers are different. Their GROW model is in the context of an organization with its culture, policies, processes and so on. As a coach, I have encountered some real challenges here \u2013 the Project Manager may be aspiring to do something of value in his project but his line management and work environment may not be supportive. Some organizational policies can be insensitive to people and even draconian. In one software development organization, if project team members logged in less than 40 hours per week of approved work, there would be automatic cuts in their pay while the significant additional work needed at other times went scarcely noticed! How can one be expected to learn and enjoy their work in such an environment? In such cases, we do bring it up with the line management for addressing them and offer our help as well. To be honest, it worked sometimes and it did not in as many cases.<\/p>\n\n\n\n
In summary, as a practicing coach, you are bound to run into situations like the ones above which make you stop and ponder as to what extent theory can lead practice! You may need to introspect and think of newer ways of extending \u201ctheory\u201d or just use good old common sense and move on! At PM Power, we have the coaches\u2019 conclave where these situations are discussed to see how best to help the coachee considering all the circles of influence. It has significantly helped our coaches in specific situations and in honing their coaching skills in general.<\/p>\n\n\n\n
We invite you to share your coaching experiences (as a coach or a coachee) and we would be happy to share our perspectives which may be of help. You may reach us at info@pm-powerconsulting.com.<\/p>\n","post_title":"Journey of a coach - theory & practice (Part II)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-ii","to_ping":"","pinged":"","post_modified":"2024-01-29 10:54:32","post_modified_gmt":"2024-01-29 10:54:32","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1456","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1514,"post_author":"31","post_date":"2014-11-02 12:24:22","post_date_gmt":"2014-11-02 06:54:22","post_content":"\n
A speaker finishes a great speech \u2013 at least, HE thinks it is great! He then asks, \u201cAny questions?\u201d What does he expect? If I were him, I would expect the audience to demonstrate a level of understanding of what the speech was all about and ask meaningful questions - clarifying the ground covered and even extending from there.<\/p>\n\n\n\n
These are situations where one actually wants to be questioned to get a sense a satisfaction that the effort (the speech, in this case) has been worthwhile. But there are other situations where being questioned has a very negative connotation. It implies questioning the ability of the person being questioned or the work that he has done.<\/p>\n\n\n\n
The important thing is that the intent of questioning should be to seek understanding rather than putting down someone. Hence, even the tone of questioning is very important. Consider the difference between, \u201cWhy did you do THAT?\u201d and \u201cWhat are your reasons for doing THAT?\u201d<\/p>\n\n\n\n
The tone of the former question is judgmental while the same question asked differently demonstrates an openness and a neutral tone. The tone is important because it can either put people off & make them defensive or it can make them relaxed and explain their rationale for an idea or a course of action.<\/p>\n\n\n\n
From the above, it follows that there is a big difference between \u201cquestioning\u201d and \u201casking questions\u201d.<\/p>\n\n\n\n
$\"image\"$ <\/figure>\n\n\n\n
In the work context, a manager who adopts an approach of \u201casking questions\u201d enables an environment where his reportees apply their mind to the situation at hand and exercise their best judgment on the right course of action.<\/p>\n\n\n\n
The manager can use questions to expand the reportee\u2019s thinking and make him aware of aspects he may not have thought of (instead of just instructing him what to do).<\/p>\n\n\n\n
Hence asking questions contributes to the reportee\u2019s overall development and ability to deal with situations with minimal oversight. Equally important, it enables greater responsibility on the part of the reportee so that the implementation aspects of his suggestions are fully owned by him.<\/p>\n\n\n\n
Through this, the manager\u2019s time is also freed up from routine oversight functions to take up important but not urgent tasks.<\/p>\n\n\n\n
In a highly dynamic world, the approach of \u201casking questions\u201d is not just \u201ca nice to have\u201d but an imperative to empower people and ensure that the organization as a whole responds fast to changes in the environment.<\/p>\n\n\n\n
\u201cAsking questions\u201d is an essential part of the tool set of a coach who may be the line manager himself. You consciously adopt the approach for improving the \u201cawareness\u201d of the coachee and therefore, open his mind to his perceptions & other possibilities and take \u201cresponsibility\u201d for the options for actions that he chooses.<\/p>\n\n\n\n
Finally, adopting the approach of \u201casking questions\u201d needs a complementing skill which is ACTIVE listening. A coach cannot sustain a session of asking questions without actually listening well, understanding and re-phrasing of what the coachee says.<\/p>\n\n\n\n
As with most things in life, practice makes perfect \u2013 it takes time and experience to hone the approach of asking questions and the skill of active listening. But they can indeed be developed for individual and organizational benefit. The time to start is NOW!<\/p>\n","post_title":"Questioning and Asking Questions - what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"questioning-and-asking-questions-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:02","post_modified_gmt":"2024-01-29 10:55:02","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1514","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1448,"post_author":"31","post_date":"2014-11-02 06:59:09","post_date_gmt":"2014-11-02 01:29:09","post_content":"\n
This article is part of the series on \u201cJourney of a coach\u201d covering my experiences as a performance coach. You may have the read an earlier article in the series on \u201cJourney of a coach \u2013 the beginning\u201d<\/a>. The journey continues here...<\/p>\n\n\n\n
Yogi Berra, New York Yankees baseball player (arguably the best catcher of all time) said, \u201cIn theory, there is no difference between theory & practice. But in practice, there is!\u201d So, this article is about the theory & practice of coaching for performance \u2013 not baseball players but people managing software projects.<\/p>\n\n\n\n
In my context, the \u201ctheory\u201d was mostly \u201cCoaching for Performance\u201d by John Whitmore (by the way, there is another article of mine on Whitmore<\/a> if you are interested). The \u201cpractice\u201d was, of course, my actual experiences over the years.<\/p>\n\n\n\n
A caveat \u2013 I am not here to debunk theory and hail practice - as a cardiac surgeon might! I have a great deal of respect for Whitmore\u2019s book on Coaching for Performance. The book provided a solid reference and a practical guide for my work as a coach all these years.<\/p>\n\n\n\n
However, I do have my own \u201cinterpretations\u201d and \u201cextensions\u201d of the theory in actual practice which I wish to share. I will use the diagram below which shows the context for coaching.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
You can see the \u201ccircles of influence\u201d around the coachee which would have a bearing on coaching and its effectiveness. We will cover each of these circles with examples. Note that the coach\u2019s experience, beliefs and perceptions are also significant in the context in addition to his skills for coaching.<\/p>\n\n\n\n
Circle #1: Are all situations \u201ccoaching situations\u201d?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The first circle of influence is the coaching situation faced by the coachee at work. For example, it could be that he is recently promoted and finds gaining acceptance in his team a challenge.<\/p>\n\n\n\n
The question is whether all such work situations are amenable for coaching - whether you are the manager of the coachee or an external coach. If you follow the \u201ctheory\u201d (that is Whitmore), a coaching style can become the default management style of the entire organization for all occasions.<\/p>\n\n\n\n
In other words, all manager-reportee interactions can naturally follow the coaching style \u2013 the manager following the sequence of helping his reportee to identify the goal he is seeking to achieve, assess the current state of affairs, consider the available options to achieve the goal and making the commitment-making to make it happen.<\/p>\n\n\n\n
That is all very well, but what if you are a commando fighting a guerrilla war in a jungle and see a metal tube from the foliage pointing at you. Your commander (\u201cmanager\u201d) is not going to coach you through the situation, is he?<\/p>\n\n\n\n
There are also other equivalent (but less extreme) situations at work when time is of essence and all that the coachee needs is information or simple direction (like for example, how to balance staff loading in a project schedule).<\/p>\n\n\n\n
So, my interpretation of theory is that there is better pay-off of coaching in some situations than others. However, there are many, many work situations wherein the quality of work<\/b> or results<\/b> is very important, the learning<\/b> for the coachee very important and it is not an emergency<\/b>. Coaching is very relevant in those cases.<\/p>\n\n\n\n
Circle #2: Are people always receptive to coaching?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The next circle of influence is relating to how receptive people are to coaching even if their work situation was amenable for it.<\/p>\n\n\n\n
Are they motivated enough to become more aware<\/b> and take responsibility<\/b> by themselves and not just because their employer has enrolled them in a training & coaching program?<\/p>\n\n\n\n
Maslow\u2019s theory is that motivation is linked to the stage an individual is at in a hierarchy of needs (see diagram below from Whitmore\u2019s Coaching for Performance). Note that Whitmore has split Maslow\u2019s Esteem stage into two \u2013 Esteem from others and Self-esteem.<\/p>\n\n\n\n
At the stage of Esteem from others, one is looking \u201cexternal\u201d recognition and prestige as motivators. At the stage of Self-esteem, external motivators tend to become less important. More important is the need to make a difference and being empowered to do so enhancing self-esteem. This self-esteem stage is where coaching makes the biggest impact for personal growth.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
Source: Coaching for Performance by John Whitmore<\/i><\/p>\n\n\n\n
There are a few more \u201ccircles\u201d to cover which we will in Part II of the article.<\/p>\n\n\n\n
Till then...<\/p>\n","post_title":"Journey of a coach - theory & practice (Part I)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-i","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:34","post_modified_gmt":"2024-01-29 10:55:34","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1521,"post_author":"26","post_date":"2014-10-30 10:57:02","post_date_gmt":"2014-10-30 05:27:02","post_content":"\n
$\"Network_whenhow2\"$ <\/a><\/figure>\n\n\n\n
One is never without a network and if you are reading this - it may be more to know how to grow it and\/or to overcome obstacles, often due to one's level comfort with so called \"networking\".<\/p>\n\n\n\n
If you look at how you:<\/p>\n\n\n\n
\n
got the opportunity to work in your current position<\/li>\n\n\n\n
got into your college\/school<\/li>\n\n\n\n
got your house on rent or bought your apartment<\/li>\n<\/ul>\n\n\n\n
you will see that a network - formal, informal or virtual (internet based) was at play.<\/p>\n\n\n\n
I will focus on growing your professional network and a few simple steps for it and not delve into specifics of social media, as all of you would be familiar with it.<\/p>\n\n\n\n
First, start with your existing network - which will be your current and past colleagues, your college and school alumni, friends and family. See that you stay in touch with them, by meeting them up or electronically, if you are not in touch start right away. Sending greetings for important occasions, festivals and events is a good way to start. Make it a point to call a few of them over the commute\/ weekends and work on the complete list slowly and steadily, start at top the list again once you complete it.<\/p>\n\n\n\n
What if you need to ask for a reference or a favor from a person with whom you are not in regular touch. The best way to is to be honest, there is no point in coming up with a phony reason to get in touch with them and ask for what you want. Your honesty will be appreciated, after that do thank them and make an effort to stay in touch with them. See that your nurture this set of contacts where you have already made a start.<\/p>\n\n\n\n
Once, when I was looking out for a job using my network, I made it a point to call and thank all those who forwarded my resume to their contacts and I sent a book as a gift to thank all those contacts whose help took me to the interview stage. I did it without any motive and what amazed me was the warmth from these contacts in all my future interactions.<\/p>\n\n\n\n
Second area to focus on are the professional events - there will be events where your technical or managerial domain will be the focus. You may be sponsored\/encouraged by your organizations to attend them, do not let is pass citing an excuse of being busy. Do make time to attend a few of them. If you find that you do not have this opportunity then see that you find such events and enroll yourself.<\/p>\n\n\n\n
In my experience these events certainly help you make a few contacts, you will always find a few persons whom you will find interesting and knowledgeable and connect effortlessly. The key is to nurture this - see that you follow-up with a mail and\/or a call.<\/p>\n\n\n\n
If you are the type who feels inhibited to make an opening, then do not worry. I was advised by one of my mentors to just listen and not worry about talking and enjoy being there. If you listen and observe intently you will find yourself talking soon. Your focus on the interactions and not on your perceived ability, does the trick. Try it a couple of times and see for yourself.<\/p>\n\n\n\n
Lastly, for anything to succeed one has to have the desire, then comes the effort and discipline for achieving it. A small progress or a step with positive result, is the best encouragement for you to strive towards your goals. Do ponder on your actions and results to stay focused on continuing to do this.<\/p>\n\n\n\n
One related question I hear from many of my coachees is \"visibility\" within the organization. More on that in a later post.<\/p>\n","post_title":"Networking - when and how to begin?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"networking-when-and-how-to-begin","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:58","post_modified_gmt":"2024-01-29 14:50:58","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1521","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1517,"post_author":"30","post_date":"2014-10-29 09:30:26","post_date_gmt":"2014-10-29 04:00:26","post_content":"\n
$\"sell-it\"$ <\/a><\/figure>\n\n\n\n
As a child, I used to come up with various ideas for almost anything, and ask for Rs. 1000\/- per idea. Being a child, nobody would want to pay money, that too a thousand Rupees \u2013 but, I would get something else as an appreciation for my efforts. A toffee, a cone ice cream etc.<\/p>\n\n\n\n
Further on, when I used to be active in small groups, selling was more of ideas and to get the team to converge on something, that the group can take as an action.<\/p>\n\n\n\n
As a team leader, I needed to sell the vision of the project to the team, to get everybody\u2019s buy in.<\/p>\n\n\n\n
More recently, I have been in contact with many aspiring and active entrepreneurs. Selling is something that they do with every breath.<\/p>\n\n\n\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

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\n
The way I deal with this is that I share with the Scrum Master and team on how an ideal Retrospective should proceed and leave it to them to get close to it:
- Use post-its to capture what went well, stick on board, have one of team read all of it. Clarify any point that is not clear,
- Same for what did not go well,
- Same for what they would start to do,
- At this juncture prioritize the start to do\/action items and brainstorm, starting from top till the time runs out.<\/p>\n\n\n\n
This has worked well, teams typically identify one to three items and come up with reasonable details for implementing them. If required I remind them of these mid sprint, some steps are taken and progress made, this helps in them getting into the habit of doing retrospectives regularly.<\/p>\n\n\n\n
One more point to note is that a problem that seems \u201ca way of life\u201d, at end of first sprint may get some solutions, in the subsequent sprint. My reading of this is that the problem when noted first is annoying and frustrating, team is mentally tired to work on it. But when the same problem surfaces again, they are able to come up with a solution, as the frustration is vented in past.<\/p>\n\n\n\n
Let me share one example. This is to do with a scarce DBA resource causing stories to be re-opened due to delayed inputs\/review. At the end of first sprint they made note of this issue and came out strongly on \u201cthis how it is going to be\u201d, \u201cwe have escalated enough already in past\u201d. The issue surfaced again in next sprint, as it was discussed before, the emotions were in check. One of team suggested that we use the grooming pattern, i.e., plan\/do in advance. They figured out a way to deal with it.<\/p>\n\n\n\n
Another oft repeating issue is the frustration of not being able to close a story, because just the show and tell (demo) could not happen, or a build and test in correct environment was not completed due to big queue in CM. The team argues for closing the story, they feel that they are loosing story points for no fault of theirs. Here as a coach, one has to reinforce the concept of \u201cDone\u201d and revisit the concept of \u201cVelocity\u201d.<\/p>\n","post_title":"Initial coaching interventions for Retrospectives","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"initial-coaching-interventions-for-retrospectives","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:04","post_modified_gmt":"2024-01-29 14:50:04","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3343","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3339,"post_author":"26","post_date":"2015-04-11 09:33:55","post_date_gmt":"2015-04-11 04:03:55","post_content":"\n
Teams new to Scrum have a product backlog. The backlog will be groomed to some degree, typically have clarity for up to one to two sprints. The priority will be clear, with fair amount of detail on the requirements. The estimates may be present, it could be story points or a masked form of an effort estimate.<\/p>\n\n\n\n
The Product Owner (PO), who is not co-located in most of the teams will participate in Sprint Planning and along with the Scrum Master and team pick a set of stories to be done in the Sprint. After this the team jumps into doing the work. Detailed Sprint Planning is given a miss as PO will not be available for the entire duration and the team reluctant to do task based estimate for variety of reasons, if they do it is done by a few senior members of the team.<\/p>\n\n\n\n
This is where the first intervention from coach is needed, coax them to do detailed planning i.e., break down the stories into tasks and corresponding effort estimates. Insist that the entire team be involved and ensure that they balance the work they are taking up with the capacity the team has. Here is where they get to see one of the characteristics of Scrum \u2013 uncovering the problems at the earliest, and as a coach one should ensure that they become aware of it.<\/p>\n\n\n\n
$\"Sprint_Plan_1\"$ <\/figure>\n\n\n\n
Few things they discover:
- there may not be enough Analysis\/Dev\/DBA\/QA capacity in the team
- some of the team may not be fully utilized
- as they break down stories to tasks they realize that some stories cannot be completed, due to external dependencies, that is unlikely to be fulfilled.
- they may require more information from the PO.
- lastly the entire team gains an understanding what is planned to be accomplished.<\/p>\n\n\n\n
And it is interesting to see how they work around this:
- make use of team members not fully utilized to accomplish some of the tasks.
- the above at times involves redistributing the work, so that team members volunteering outside their domain, can take up relatively simpler tasks.
- go back to PO\/stakeholders and try to get the dependencies resolved or pick another story, this one requires a push from coach.
- get clarity on requirements from PO, this has to happen the next day.
- re-adjust the sprint backlog taking the above into account.<\/p>\n\n\n\n
$\"Sprint_Plan_2\"$ <\/figure>\n\n\n\n
At times guidelines are adhered to, planning sessions is time-boxed, they assume that all planning needs to happen in one sitting. Here is where, as a coach, one has to make them see the \"why\" behind a particular step, \"what\" outcome is desired? The outcome of having a proper Sprint Plan is more important than accomplishing it a single time-boxed session.<\/p>\n\n\n\n
As they complete this they realize that in past sprints, they grappled with these issues, towards the end of the sprint. Now they have ample time to cope with it \u2013 the benefit of Scrum uncovering problems earlier is leveraged.<\/p>\n\n\n\n
There is reluctance to do task effort estimates. In the traditional planning task estimates are done for entire project even with some requirements not being clear. This would have resulted in lot of waste, this coupled with notion that agile means no planning is the major cause of the reluctance. As a coach, one needs to highlight that there is better clarity on requirements and it is being done for just a sprint, so there is no waste. The reluctance is also due to lack of understanding of the difference between story point, size and effort estimates, this needs to be addressed.<\/p>\n\n\n\n
At this juncture the team is ready to make and take on the commitment with higher confidence. You can see the related blog on retrospectives.<\/p>\n","post_title":"Initial coaching interventions for Sprint Planning","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"initial-coaching-interventions-for-sprint-planning","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:24","post_modified_gmt":"2024-01-29 14:50:24","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3339","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1519,"post_author":"33","post_date":"2014-11-09 12:15:54","post_date_gmt":"2014-11-09 06:45:54","post_content":"\n
$\"\"\/$ <\/figure>\n\n\n\n
  <\/p>\n\n\n\n
Leaders have only two jobs:<\/p>\n\n\n\n
1) Getting work done<\/p>\n\n\n\n
2) Growing the people<\/p>\n\n\n\n
Coaching as a leadership\/management style achieves both.<\/p>\n\n\n\n
With Command & Control approach, managers may get the work done in the short term, by force. But that might have negative impacts on the team in terms of :<\/p>\n\n\n\n
- Lack of ownership<\/p>\n\n\n\n
- Low motivation<\/p>\n\n\n\n
- Poor quality output<\/p>\n\n\n\n
- Low productivity<\/p>\n\n\n\n
- Missed schedules etc.<\/p>\n\n\n\n
Command & Control might also impact development of team members negatively. Teams might wait for manager to give instruction. They might hesitate to take initiative as it might get overruled by the manager. They might stop thinking new & innovative ideas as the manager will always tell them what to do.<\/p>\n\n\n\n
On the other hand, with Coaching as the leadership style, managers will empower the team members to come out with new ideas, solutions and encourage them to implement them. They will help the team members to discover their strengths by asking questions & challenging them. This builds motivation and ownership in the team members.<\/p>\n\n\n\n
Having said that, there are situations where Managers need to use command & control approaches. For example, in a fire fighting situation where extremely quick response in needed. There will be a need for different approaches for different team members \u2013 someone may need more directive input & constant oversight and someone may need a lot of freedom.<\/p>\n\n\n\n
A good leader is one who has high self awareness, self-regulation, self-motivation and empathy through which he\/she can sense and respond differently, in a conscious way, to different situations & different people.<\/p>\n\n\n\n
However, to be a good Leader, coaching way of management style should be the most natural approach and command & control should be the exception.<\/p>\n","post_title":"Coaching vs Command & Control style of Management","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"coaching-vs-command-control-style-of-management","to_ping":"","pinged":"","post_modified":"2024-01-29 15:34:20","post_modified_gmt":"2024-01-29 15:34:20","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1519","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1456,"post_author":"31","post_date":"2014-11-09 12:15:37","post_date_gmt":"2014-11-09 06:45:37","post_content":"\n
In an earlier article \u201cJourney of a coach \u2013 theory & practice (Part I)<\/a>, we introduced the \u201ccircles of influence\u201d which form the context (see diagram below) for coaching process.<\/p>\n\n\n\n
$\"image\"$ <\/a> The circles in the diagram above have a significant bearing on coaching effectiveness and need to be addressed by the coach using the theory of coaching (such as Whitmore\u2019s book on \u201cCoaching for Performance\u201d). In the case of some circles, the theory may \u201cend\u201d at some point and the coach will have \u201cinterpret\u201d and \u201cextend\u201d it for the specific coachee situation at hand.<\/p>\n\n\n\n
We covered the following in Part I of this article:<\/p>\n\n\n\n
\u00b7 Circle #1: Are all situations \u201ccoaching situations\u201d?<\/p>\n\n\n\n
\u00b7 Circle #2: Are people always receptive to coaching?<\/p>\n\n\n\n
In this Part II, we will cover the two remaining circles.<\/p>\n\n\n\n
Circle #3: Are coaches sometimes helpless?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
Circle #3 above regarding \u201cbeliefs, perceptions and personal circumstances\u201d can actually be quite a hard shell hindering coaching progress. But it is often an invisible hard shell because people will share only so much of their innermost beliefs and personal circumstances even though they are impacting their work performance. Coaches make chance discoveries of this shell in the Reality check part (that is, the current state of affairs that needs to improve to meet the Goal) of the Goal-Reality-Options-Will (GROW) model of Whitmore. Here are examples:<\/p>\n\n\n\n
\u00b7 A coachee once candidly admitted that he was himself the reason for his declining performance at work. The reason was that his family was going through his sister\u2019s painful divorce in the US and her life coming back to India. He just could not go about work as usual<\/p>\n\n\n\n
\u00b7 A second coachee had a lot of issues with his manager. He felt that the manager\u2019s lack of domain knowledge resulted in his not realizing & recognizing the value of the coachee\u2019s work. In addition, the coachee seemed to indicate that lack of recognition of his work had to do with his belonging to a minority religious community in India<\/p>\n\n\n\n
\u00b7 Yet another coachee told my colleague (also a Performance Coach) that her problems arose because her boss was an inveterate woman-hater<\/p>\n\n\n\n
These are situations of tight-rope walking for a performance coach! In situations of personal crisis, the coach may only help by sympathetic and patient listening. This may help the coachee more than one would think \u2013 just getting the problem \u201coff his chest\u201d often helps and relieves stress. Being less stressed, he may be able to come to grips with his personal predicament and deal with it better. However, coachee\u2019s entrenched beliefs on, say, religion and gender can be very challenging for the coach to deal with. Some deep-rooted beliefs may indicate pathology needing help from a trained therapist \u2013 far beyond the scope of performance coaching and the ability of the coach.<\/p>\n\n\n\n
Circle #4: Is the coachee\u2019s work environment conducive?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The last circle of influence is the coachee\u2019s work. Sometimes, people have told me that they are \u201cstuck\u201d in positions \u2013 say, \u201croutine\u201d software bug fixing and maintenance where there is really no scope for \u201clearning, enjoyment and fulfillment\u201d (you may like to read My Team is not motivated!!!<\/a> by my colleague Prasanna Moses on this). Most of us would agree that there is far less drudgery at work in today\u2019s knowledge-centric world than even just 30 years ago. We would also agree that there is no such thing as 100% \u201csexy\u201d work (unless of course, you are doing breakthrough work of your calling \u2013 say, in quantum computing). So, when coachees complain about their current work\/role and the lack of sexiness thereof, I ask them questions about what makes it boring, what they can do about it and so on \u2013 hopefully making them better aware of interesting possibilities in what they were doing. In some cases, people have hinted to me that they are considering quitting their \u201cboring\u201d job and looking for a reaction. Under such circumstances, to be fair to the coachee and to the coachee\u2019s employer (who is paying my fees!), I would say the best option is to ask the coachee questions exploring his rationale for leaving (without being judgmental on whether it is right or wrong) \u2013 like what does he think leaving the job will achieve, how will it get him closer to his goals, how is he sure that the same problems would not repeat themselves in the new organization and so on. The ultimate decision should be the coachee\u2019s based on introspection triggered by your questions. He may still choose to quit \u2013 but that is another matter! As far as you are concerned as a coach, you have played it fair & square. It is not unthinkable that you as the coach may actually agree with his rationale for seeking another job!<\/p>\n\n\n\n
A related aspect is also the organizational environment in which the coachee works \u2013 over & above his immediate work\/role discussed above. In sports coaching, the strong individual motivation is a given and the coachee has a great deal of control over what he can and cannot do to enhance his performance. The circumstances for software project managers are different. Their GROW model is in the context of an organization with its culture, policies, processes and so on. As a coach, I have encountered some real challenges here \u2013 the Project Manager may be aspiring to do something of value in his project but his line management and work environment may not be supportive. Some organizational policies can be insensitive to people and even draconian. In one software development organization, if project team members logged in less than 40 hours per week of approved work, there would be automatic cuts in their pay while the significant additional work needed at other times went scarcely noticed! How can one be expected to learn and enjoy their work in such an environment? In such cases, we do bring it up with the line management for addressing them and offer our help as well. To be honest, it worked sometimes and it did not in as many cases.<\/p>\n\n\n\n
In summary, as a practicing coach, you are bound to run into situations like the ones above which make you stop and ponder as to what extent theory can lead practice! You may need to introspect and think of newer ways of extending \u201ctheory\u201d or just use good old common sense and move on! At PM Power, we have the coaches\u2019 conclave where these situations are discussed to see how best to help the coachee considering all the circles of influence. It has significantly helped our coaches in specific situations and in honing their coaching skills in general.<\/p>\n\n\n\n
We invite you to share your coaching experiences (as a coach or a coachee) and we would be happy to share our perspectives which may be of help. You may reach us at info@pm-powerconsulting.com.<\/p>\n","post_title":"Journey of a coach - theory & practice (Part II)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-ii","to_ping":"","pinged":"","post_modified":"2024-01-29 10:54:32","post_modified_gmt":"2024-01-29 10:54:32","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1456","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1514,"post_author":"31","post_date":"2014-11-02 12:24:22","post_date_gmt":"2014-11-02 06:54:22","post_content":"\n
A speaker finishes a great speech \u2013 at least, HE thinks it is great! He then asks, \u201cAny questions?\u201d What does he expect? If I were him, I would expect the audience to demonstrate a level of understanding of what the speech was all about and ask meaningful questions - clarifying the ground covered and even extending from there.<\/p>\n\n\n\n
These are situations where one actually wants to be questioned to get a sense a satisfaction that the effort (the speech, in this case) has been worthwhile. But there are other situations where being questioned has a very negative connotation. It implies questioning the ability of the person being questioned or the work that he has done.<\/p>\n\n\n\n
The important thing is that the intent of questioning should be to seek understanding rather than putting down someone. Hence, even the tone of questioning is very important. Consider the difference between, \u201cWhy did you do THAT?\u201d and \u201cWhat are your reasons for doing THAT?\u201d<\/p>\n\n\n\n
The tone of the former question is judgmental while the same question asked differently demonstrates an openness and a neutral tone. The tone is important because it can either put people off & make them defensive or it can make them relaxed and explain their rationale for an idea or a course of action.<\/p>\n\n\n\n
From the above, it follows that there is a big difference between \u201cquestioning\u201d and \u201casking questions\u201d.<\/p>\n\n\n\n
$\"image\"$ <\/figure>\n\n\n\n
In the work context, a manager who adopts an approach of \u201casking questions\u201d enables an environment where his reportees apply their mind to the situation at hand and exercise their best judgment on the right course of action.<\/p>\n\n\n\n
The manager can use questions to expand the reportee\u2019s thinking and make him aware of aspects he may not have thought of (instead of just instructing him what to do).<\/p>\n\n\n\n
Hence asking questions contributes to the reportee\u2019s overall development and ability to deal with situations with minimal oversight. Equally important, it enables greater responsibility on the part of the reportee so that the implementation aspects of his suggestions are fully owned by him.<\/p>\n\n\n\n
Through this, the manager\u2019s time is also freed up from routine oversight functions to take up important but not urgent tasks.<\/p>\n\n\n\n
In a highly dynamic world, the approach of \u201casking questions\u201d is not just \u201ca nice to have\u201d but an imperative to empower people and ensure that the organization as a whole responds fast to changes in the environment.<\/p>\n\n\n\n
\u201cAsking questions\u201d is an essential part of the tool set of a coach who may be the line manager himself. You consciously adopt the approach for improving the \u201cawareness\u201d of the coachee and therefore, open his mind to his perceptions & other possibilities and take \u201cresponsibility\u201d for the options for actions that he chooses.<\/p>\n\n\n\n
Finally, adopting the approach of \u201casking questions\u201d needs a complementing skill which is ACTIVE listening. A coach cannot sustain a session of asking questions without actually listening well, understanding and re-phrasing of what the coachee says.<\/p>\n\n\n\n
As with most things in life, practice makes perfect \u2013 it takes time and experience to hone the approach of asking questions and the skill of active listening. But they can indeed be developed for individual and organizational benefit. The time to start is NOW!<\/p>\n","post_title":"Questioning and Asking Questions - what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"questioning-and-asking-questions-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:02","post_modified_gmt":"2024-01-29 10:55:02","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1514","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1448,"post_author":"31","post_date":"2014-11-02 06:59:09","post_date_gmt":"2014-11-02 01:29:09","post_content":"\n
This article is part of the series on \u201cJourney of a coach\u201d covering my experiences as a performance coach. You may have the read an earlier article in the series on \u201cJourney of a coach \u2013 the beginning\u201d<\/a>. The journey continues here...<\/p>\n\n\n\n
Yogi Berra, New York Yankees baseball player (arguably the best catcher of all time) said, \u201cIn theory, there is no difference between theory & practice. But in practice, there is!\u201d So, this article is about the theory & practice of coaching for performance \u2013 not baseball players but people managing software projects.<\/p>\n\n\n\n
In my context, the \u201ctheory\u201d was mostly \u201cCoaching for Performance\u201d by John Whitmore (by the way, there is another article of mine on Whitmore<\/a> if you are interested). The \u201cpractice\u201d was, of course, my actual experiences over the years.<\/p>\n\n\n\n
A caveat \u2013 I am not here to debunk theory and hail practice - as a cardiac surgeon might! I have a great deal of respect for Whitmore\u2019s book on Coaching for Performance. The book provided a solid reference and a practical guide for my work as a coach all these years.<\/p>\n\n\n\n
However, I do have my own \u201cinterpretations\u201d and \u201cextensions\u201d of the theory in actual practice which I wish to share. I will use the diagram below which shows the context for coaching.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
You can see the \u201ccircles of influence\u201d around the coachee which would have a bearing on coaching and its effectiveness. We will cover each of these circles with examples. Note that the coach\u2019s experience, beliefs and perceptions are also significant in the context in addition to his skills for coaching.<\/p>\n\n\n\n
Circle #1: Are all situations \u201ccoaching situations\u201d?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The first circle of influence is the coaching situation faced by the coachee at work. For example, it could be that he is recently promoted and finds gaining acceptance in his team a challenge.<\/p>\n\n\n\n
The question is whether all such work situations are amenable for coaching - whether you are the manager of the coachee or an external coach. If you follow the \u201ctheory\u201d (that is Whitmore), a coaching style can become the default management style of the entire organization for all occasions.<\/p>\n\n\n\n
In other words, all manager-reportee interactions can naturally follow the coaching style \u2013 the manager following the sequence of helping his reportee to identify the goal he is seeking to achieve, assess the current state of affairs, consider the available options to achieve the goal and making the commitment-making to make it happen.<\/p>\n\n\n\n
That is all very well, but what if you are a commando fighting a guerrilla war in a jungle and see a metal tube from the foliage pointing at you. Your commander (\u201cmanager\u201d) is not going to coach you through the situation, is he?<\/p>\n\n\n\n
There are also other equivalent (but less extreme) situations at work when time is of essence and all that the coachee needs is information or simple direction (like for example, how to balance staff loading in a project schedule).<\/p>\n\n\n\n
So, my interpretation of theory is that there is better pay-off of coaching in some situations than others. However, there are many, many work situations wherein the quality of work<\/b> or results<\/b> is very important, the learning<\/b> for the coachee very important and it is not an emergency<\/b>. Coaching is very relevant in those cases.<\/p>\n\n\n\n
Circle #2: Are people always receptive to coaching?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The next circle of influence is relating to how receptive people are to coaching even if their work situation was amenable for it.<\/p>\n\n\n\n
Are they motivated enough to become more aware<\/b> and take responsibility<\/b> by themselves and not just because their employer has enrolled them in a training & coaching program?<\/p>\n\n\n\n
Maslow\u2019s theory is that motivation is linked to the stage an individual is at in a hierarchy of needs (see diagram below from Whitmore\u2019s Coaching for Performance). Note that Whitmore has split Maslow\u2019s Esteem stage into two \u2013 Esteem from others and Self-esteem.<\/p>\n\n\n\n
At the stage of Esteem from others, one is looking \u201cexternal\u201d recognition and prestige as motivators. At the stage of Self-esteem, external motivators tend to become less important. More important is the need to make a difference and being empowered to do so enhancing self-esteem. This self-esteem stage is where coaching makes the biggest impact for personal growth.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
Source: Coaching for Performance by John Whitmore<\/i><\/p>\n\n\n\n
There are a few more \u201ccircles\u201d to cover which we will in Part II of the article.<\/p>\n\n\n\n
Till then...<\/p>\n","post_title":"Journey of a coach - theory & practice (Part I)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-i","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:34","post_modified_gmt":"2024-01-29 10:55:34","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1521,"post_author":"26","post_date":"2014-10-30 10:57:02","post_date_gmt":"2014-10-30 05:27:02","post_content":"\n
$\"Network_whenhow2\"$ <\/a><\/figure>\n\n\n\n
One is never without a network and if you are reading this - it may be more to know how to grow it and\/or to overcome obstacles, often due to one's level comfort with so called \"networking\".<\/p>\n\n\n\n
If you look at how you:<\/p>\n\n\n\n
\n
got the opportunity to work in your current position<\/li>\n\n\n\n
got into your college\/school<\/li>\n\n\n\n
got your house on rent or bought your apartment<\/li>\n<\/ul>\n\n\n\n
you will see that a network - formal, informal or virtual (internet based) was at play.<\/p>\n\n\n\n
I will focus on growing your professional network and a few simple steps for it and not delve into specifics of social media, as all of you would be familiar with it.<\/p>\n\n\n\n
First, start with your existing network - which will be your current and past colleagues, your college and school alumni, friends and family. See that you stay in touch with them, by meeting them up or electronically, if you are not in touch start right away. Sending greetings for important occasions, festivals and events is a good way to start. Make it a point to call a few of them over the commute\/ weekends and work on the complete list slowly and steadily, start at top the list again once you complete it.<\/p>\n\n\n\n
What if you need to ask for a reference or a favor from a person with whom you are not in regular touch. The best way to is to be honest, there is no point in coming up with a phony reason to get in touch with them and ask for what you want. Your honesty will be appreciated, after that do thank them and make an effort to stay in touch with them. See that your nurture this set of contacts where you have already made a start.<\/p>\n\n\n\n
Once, when I was looking out for a job using my network, I made it a point to call and thank all those who forwarded my resume to their contacts and I sent a book as a gift to thank all those contacts whose help took me to the interview stage. I did it without any motive and what amazed me was the warmth from these contacts in all my future interactions.<\/p>\n\n\n\n
Second area to focus on are the professional events - there will be events where your technical or managerial domain will be the focus. You may be sponsored\/encouraged by your organizations to attend them, do not let is pass citing an excuse of being busy. Do make time to attend a few of them. If you find that you do not have this opportunity then see that you find such events and enroll yourself.<\/p>\n\n\n\n
In my experience these events certainly help you make a few contacts, you will always find a few persons whom you will find interesting and knowledgeable and connect effortlessly. The key is to nurture this - see that you follow-up with a mail and\/or a call.<\/p>\n\n\n\n
If you are the type who feels inhibited to make an opening, then do not worry. I was advised by one of my mentors to just listen and not worry about talking and enjoy being there. If you listen and observe intently you will find yourself talking soon. Your focus on the interactions and not on your perceived ability, does the trick. Try it a couple of times and see for yourself.<\/p>\n\n\n\n
Lastly, for anything to succeed one has to have the desire, then comes the effort and discipline for achieving it. A small progress or a step with positive result, is the best encouragement for you to strive towards your goals. Do ponder on your actions and results to stay focused on continuing to do this.<\/p>\n\n\n\n
One related question I hear from many of my coachees is \"visibility\" within the organization. More on that in a later post.<\/p>\n","post_title":"Networking - when and how to begin?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"networking-when-and-how-to-begin","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:58","post_modified_gmt":"2024-01-29 14:50:58","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1521","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1517,"post_author":"30","post_date":"2014-10-29 09:30:26","post_date_gmt":"2014-10-29 04:00:26","post_content":"\n
$\"sell-it\"$ <\/a><\/figure>\n\n\n\n
As a child, I used to come up with various ideas for almost anything, and ask for Rs. 1000\/- per idea. Being a child, nobody would want to pay money, that too a thousand Rupees \u2013 but, I would get something else as an appreciation for my efforts. A toffee, a cone ice cream etc.<\/p>\n\n\n\n
Further on, when I used to be active in small groups, selling was more of ideas and to get the team to converge on something, that the group can take as an action.<\/p>\n\n\n\n
As a team leader, I needed to sell the vision of the project to the team, to get everybody\u2019s buy in.<\/p>\n\n\n\n
More recently, I have been in contact with many aspiring and active entrepreneurs. Selling is something that they do with every breath.<\/p>\n\n\n\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

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\n
So here is how it goes, the three questions are asked, inputs collated and a mail sent to all stakeholders and the collated inputs made available in a common area. Very less focus on listening to each other and trying to resolve issues.<\/p>\n\n\n\n
The way I deal with this is that I share with the Scrum Master and team on how an ideal Retrospective should proceed and leave it to them to get close to it:
- Use post-its to capture what went well, stick on board, have one of team read all of it. Clarify any point that is not clear,
- Same for what did not go well,
- Same for what they would start to do,
- At this juncture prioritize the start to do\/action items and brainstorm, starting from top till the time runs out.<\/p>\n\n\n\n
This has worked well, teams typically identify one to three items and come up with reasonable details for implementing them. If required I remind them of these mid sprint, some steps are taken and progress made, this helps in them getting into the habit of doing retrospectives regularly.<\/p>\n\n\n\n
One more point to note is that a problem that seems \u201ca way of life\u201d, at end of first sprint may get some solutions, in the subsequent sprint. My reading of this is that the problem when noted first is annoying and frustrating, team is mentally tired to work on it. But when the same problem surfaces again, they are able to come up with a solution, as the frustration is vented in past.<\/p>\n\n\n\n
Let me share one example. This is to do with a scarce DBA resource causing stories to be re-opened due to delayed inputs\/review. At the end of first sprint they made note of this issue and came out strongly on \u201cthis how it is going to be\u201d, \u201cwe have escalated enough already in past\u201d. The issue surfaced again in next sprint, as it was discussed before, the emotions were in check. One of team suggested that we use the grooming pattern, i.e., plan\/do in advance. They figured out a way to deal with it.<\/p>\n\n\n\n
Another oft repeating issue is the frustration of not being able to close a story, because just the show and tell (demo) could not happen, or a build and test in correct environment was not completed due to big queue in CM. The team argues for closing the story, they feel that they are loosing story points for no fault of theirs. Here as a coach, one has to reinforce the concept of \u201cDone\u201d and revisit the concept of \u201cVelocity\u201d.<\/p>\n","post_title":"Initial coaching interventions for Retrospectives","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"initial-coaching-interventions-for-retrospectives","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:04","post_modified_gmt":"2024-01-29 14:50:04","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3343","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3339,"post_author":"26","post_date":"2015-04-11 09:33:55","post_date_gmt":"2015-04-11 04:03:55","post_content":"\n
Teams new to Scrum have a product backlog. The backlog will be groomed to some degree, typically have clarity for up to one to two sprints. The priority will be clear, with fair amount of detail on the requirements. The estimates may be present, it could be story points or a masked form of an effort estimate.<\/p>\n\n\n\n
The Product Owner (PO), who is not co-located in most of the teams will participate in Sprint Planning and along with the Scrum Master and team pick a set of stories to be done in the Sprint. After this the team jumps into doing the work. Detailed Sprint Planning is given a miss as PO will not be available for the entire duration and the team reluctant to do task based estimate for variety of reasons, if they do it is done by a few senior members of the team.<\/p>\n\n\n\n
This is where the first intervention from coach is needed, coax them to do detailed planning i.e., break down the stories into tasks and corresponding effort estimates. Insist that the entire team be involved and ensure that they balance the work they are taking up with the capacity the team has. Here is where they get to see one of the characteristics of Scrum \u2013 uncovering the problems at the earliest, and as a coach one should ensure that they become aware of it.<\/p>\n\n\n\n
$\"Sprint_Plan_1\"$ <\/figure>\n\n\n\n
Few things they discover:
- there may not be enough Analysis\/Dev\/DBA\/QA capacity in the team
- some of the team may not be fully utilized
- as they break down stories to tasks they realize that some stories cannot be completed, due to external dependencies, that is unlikely to be fulfilled.
- they may require more information from the PO.
- lastly the entire team gains an understanding what is planned to be accomplished.<\/p>\n\n\n\n
And it is interesting to see how they work around this:
- make use of team members not fully utilized to accomplish some of the tasks.
- the above at times involves redistributing the work, so that team members volunteering outside their domain, can take up relatively simpler tasks.
- go back to PO\/stakeholders and try to get the dependencies resolved or pick another story, this one requires a push from coach.
- get clarity on requirements from PO, this has to happen the next day.
- re-adjust the sprint backlog taking the above into account.<\/p>\n\n\n\n
$\"Sprint_Plan_2\"$ <\/figure>\n\n\n\n
At times guidelines are adhered to, planning sessions is time-boxed, they assume that all planning needs to happen in one sitting. Here is where, as a coach, one has to make them see the \"why\" behind a particular step, \"what\" outcome is desired? The outcome of having a proper Sprint Plan is more important than accomplishing it a single time-boxed session.<\/p>\n\n\n\n
As they complete this they realize that in past sprints, they grappled with these issues, towards the end of the sprint. Now they have ample time to cope with it \u2013 the benefit of Scrum uncovering problems earlier is leveraged.<\/p>\n\n\n\n
There is reluctance to do task effort estimates. In the traditional planning task estimates are done for entire project even with some requirements not being clear. This would have resulted in lot of waste, this coupled with notion that agile means no planning is the major cause of the reluctance. As a coach, one needs to highlight that there is better clarity on requirements and it is being done for just a sprint, so there is no waste. The reluctance is also due to lack of understanding of the difference between story point, size and effort estimates, this needs to be addressed.<\/p>\n\n\n\n
At this juncture the team is ready to make and take on the commitment with higher confidence. You can see the related blog on retrospectives.<\/p>\n","post_title":"Initial coaching interventions for Sprint Planning","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"initial-coaching-interventions-for-sprint-planning","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:24","post_modified_gmt":"2024-01-29 14:50:24","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3339","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1519,"post_author":"33","post_date":"2014-11-09 12:15:54","post_date_gmt":"2014-11-09 06:45:54","post_content":"\n
$\"\"\/$ <\/figure>\n\n\n\n
  <\/p>\n\n\n\n
Leaders have only two jobs:<\/p>\n\n\n\n
1) Getting work done<\/p>\n\n\n\n
2) Growing the people<\/p>\n\n\n\n
Coaching as a leadership\/management style achieves both.<\/p>\n\n\n\n
With Command & Control approach, managers may get the work done in the short term, by force. But that might have negative impacts on the team in terms of :<\/p>\n\n\n\n
- Lack of ownership<\/p>\n\n\n\n
- Low motivation<\/p>\n\n\n\n
- Poor quality output<\/p>\n\n\n\n
- Low productivity<\/p>\n\n\n\n
- Missed schedules etc.<\/p>\n\n\n\n
Command & Control might also impact development of team members negatively. Teams might wait for manager to give instruction. They might hesitate to take initiative as it might get overruled by the manager. They might stop thinking new & innovative ideas as the manager will always tell them what to do.<\/p>\n\n\n\n
On the other hand, with Coaching as the leadership style, managers will empower the team members to come out with new ideas, solutions and encourage them to implement them. They will help the team members to discover their strengths by asking questions & challenging them. This builds motivation and ownership in the team members.<\/p>\n\n\n\n
Having said that, there are situations where Managers need to use command & control approaches. For example, in a fire fighting situation where extremely quick response in needed. There will be a need for different approaches for different team members \u2013 someone may need more directive input & constant oversight and someone may need a lot of freedom.<\/p>\n\n\n\n
A good leader is one who has high self awareness, self-regulation, self-motivation and empathy through which he\/she can sense and respond differently, in a conscious way, to different situations & different people.<\/p>\n\n\n\n
However, to be a good Leader, coaching way of management style should be the most natural approach and command & control should be the exception.<\/p>\n","post_title":"Coaching vs Command & Control style of Management","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"coaching-vs-command-control-style-of-management","to_ping":"","pinged":"","post_modified":"2024-01-29 15:34:20","post_modified_gmt":"2024-01-29 15:34:20","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1519","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1456,"post_author":"31","post_date":"2014-11-09 12:15:37","post_date_gmt":"2014-11-09 06:45:37","post_content":"\n
In an earlier article \u201cJourney of a coach \u2013 theory & practice (Part I)<\/a>, we introduced the \u201ccircles of influence\u201d which form the context (see diagram below) for coaching process.<\/p>\n\n\n\n
$\"image\"$ <\/a> The circles in the diagram above have a significant bearing on coaching effectiveness and need to be addressed by the coach using the theory of coaching (such as Whitmore\u2019s book on \u201cCoaching for Performance\u201d). In the case of some circles, the theory may \u201cend\u201d at some point and the coach will have \u201cinterpret\u201d and \u201cextend\u201d it for the specific coachee situation at hand.<\/p>\n\n\n\n
We covered the following in Part I of this article:<\/p>\n\n\n\n
\u00b7 Circle #1: Are all situations \u201ccoaching situations\u201d?<\/p>\n\n\n\n
\u00b7 Circle #2: Are people always receptive to coaching?<\/p>\n\n\n\n
In this Part II, we will cover the two remaining circles.<\/p>\n\n\n\n
Circle #3: Are coaches sometimes helpless?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
Circle #3 above regarding \u201cbeliefs, perceptions and personal circumstances\u201d can actually be quite a hard shell hindering coaching progress. But it is often an invisible hard shell because people will share only so much of their innermost beliefs and personal circumstances even though they are impacting their work performance. Coaches make chance discoveries of this shell in the Reality check part (that is, the current state of affairs that needs to improve to meet the Goal) of the Goal-Reality-Options-Will (GROW) model of Whitmore. Here are examples:<\/p>\n\n\n\n
\u00b7 A coachee once candidly admitted that he was himself the reason for his declining performance at work. The reason was that his family was going through his sister\u2019s painful divorce in the US and her life coming back to India. He just could not go about work as usual<\/p>\n\n\n\n
\u00b7 A second coachee had a lot of issues with his manager. He felt that the manager\u2019s lack of domain knowledge resulted in his not realizing & recognizing the value of the coachee\u2019s work. In addition, the coachee seemed to indicate that lack of recognition of his work had to do with his belonging to a minority religious community in India<\/p>\n\n\n\n
\u00b7 Yet another coachee told my colleague (also a Performance Coach) that her problems arose because her boss was an inveterate woman-hater<\/p>\n\n\n\n
These are situations of tight-rope walking for a performance coach! In situations of personal crisis, the coach may only help by sympathetic and patient listening. This may help the coachee more than one would think \u2013 just getting the problem \u201coff his chest\u201d often helps and relieves stress. Being less stressed, he may be able to come to grips with his personal predicament and deal with it better. However, coachee\u2019s entrenched beliefs on, say, religion and gender can be very challenging for the coach to deal with. Some deep-rooted beliefs may indicate pathology needing help from a trained therapist \u2013 far beyond the scope of performance coaching and the ability of the coach.<\/p>\n\n\n\n
Circle #4: Is the coachee\u2019s work environment conducive?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The last circle of influence is the coachee\u2019s work. Sometimes, people have told me that they are \u201cstuck\u201d in positions \u2013 say, \u201croutine\u201d software bug fixing and maintenance where there is really no scope for \u201clearning, enjoyment and fulfillment\u201d (you may like to read My Team is not motivated!!!<\/a> by my colleague Prasanna Moses on this). Most of us would agree that there is far less drudgery at work in today\u2019s knowledge-centric world than even just 30 years ago. We would also agree that there is no such thing as 100% \u201csexy\u201d work (unless of course, you are doing breakthrough work of your calling \u2013 say, in quantum computing). So, when coachees complain about their current work\/role and the lack of sexiness thereof, I ask them questions about what makes it boring, what they can do about it and so on \u2013 hopefully making them better aware of interesting possibilities in what they were doing. In some cases, people have hinted to me that they are considering quitting their \u201cboring\u201d job and looking for a reaction. Under such circumstances, to be fair to the coachee and to the coachee\u2019s employer (who is paying my fees!), I would say the best option is to ask the coachee questions exploring his rationale for leaving (without being judgmental on whether it is right or wrong) \u2013 like what does he think leaving the job will achieve, how will it get him closer to his goals, how is he sure that the same problems would not repeat themselves in the new organization and so on. The ultimate decision should be the coachee\u2019s based on introspection triggered by your questions. He may still choose to quit \u2013 but that is another matter! As far as you are concerned as a coach, you have played it fair & square. It is not unthinkable that you as the coach may actually agree with his rationale for seeking another job!<\/p>\n\n\n\n
A related aspect is also the organizational environment in which the coachee works \u2013 over & above his immediate work\/role discussed above. In sports coaching, the strong individual motivation is a given and the coachee has a great deal of control over what he can and cannot do to enhance his performance. The circumstances for software project managers are different. Their GROW model is in the context of an organization with its culture, policies, processes and so on. As a coach, I have encountered some real challenges here \u2013 the Project Manager may be aspiring to do something of value in his project but his line management and work environment may not be supportive. Some organizational policies can be insensitive to people and even draconian. In one software development organization, if project team members logged in less than 40 hours per week of approved work, there would be automatic cuts in their pay while the significant additional work needed at other times went scarcely noticed! How can one be expected to learn and enjoy their work in such an environment? In such cases, we do bring it up with the line management for addressing them and offer our help as well. To be honest, it worked sometimes and it did not in as many cases.<\/p>\n\n\n\n
In summary, as a practicing coach, you are bound to run into situations like the ones above which make you stop and ponder as to what extent theory can lead practice! You may need to introspect and think of newer ways of extending \u201ctheory\u201d or just use good old common sense and move on! At PM Power, we have the coaches\u2019 conclave where these situations are discussed to see how best to help the coachee considering all the circles of influence. It has significantly helped our coaches in specific situations and in honing their coaching skills in general.<\/p>\n\n\n\n
We invite you to share your coaching experiences (as a coach or a coachee) and we would be happy to share our perspectives which may be of help. You may reach us at info@pm-powerconsulting.com.<\/p>\n","post_title":"Journey of a coach - theory & practice (Part II)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-ii","to_ping":"","pinged":"","post_modified":"2024-01-29 10:54:32","post_modified_gmt":"2024-01-29 10:54:32","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1456","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1514,"post_author":"31","post_date":"2014-11-02 12:24:22","post_date_gmt":"2014-11-02 06:54:22","post_content":"\n
A speaker finishes a great speech \u2013 at least, HE thinks it is great! He then asks, \u201cAny questions?\u201d What does he expect? If I were him, I would expect the audience to demonstrate a level of understanding of what the speech was all about and ask meaningful questions - clarifying the ground covered and even extending from there.<\/p>\n\n\n\n
These are situations where one actually wants to be questioned to get a sense a satisfaction that the effort (the speech, in this case) has been worthwhile. But there are other situations where being questioned has a very negative connotation. It implies questioning the ability of the person being questioned or the work that he has done.<\/p>\n\n\n\n
The important thing is that the intent of questioning should be to seek understanding rather than putting down someone. Hence, even the tone of questioning is very important. Consider the difference between, \u201cWhy did you do THAT?\u201d and \u201cWhat are your reasons for doing THAT?\u201d<\/p>\n\n\n\n
The tone of the former question is judgmental while the same question asked differently demonstrates an openness and a neutral tone. The tone is important because it can either put people off & make them defensive or it can make them relaxed and explain their rationale for an idea or a course of action.<\/p>\n\n\n\n
From the above, it follows that there is a big difference between \u201cquestioning\u201d and \u201casking questions\u201d.<\/p>\n\n\n\n
$\"image\"$ <\/figure>\n\n\n\n
In the work context, a manager who adopts an approach of \u201casking questions\u201d enables an environment where his reportees apply their mind to the situation at hand and exercise their best judgment on the right course of action.<\/p>\n\n\n\n
The manager can use questions to expand the reportee\u2019s thinking and make him aware of aspects he may not have thought of (instead of just instructing him what to do).<\/p>\n\n\n\n
Hence asking questions contributes to the reportee\u2019s overall development and ability to deal with situations with minimal oversight. Equally important, it enables greater responsibility on the part of the reportee so that the implementation aspects of his suggestions are fully owned by him.<\/p>\n\n\n\n
Through this, the manager\u2019s time is also freed up from routine oversight functions to take up important but not urgent tasks.<\/p>\n\n\n\n
In a highly dynamic world, the approach of \u201casking questions\u201d is not just \u201ca nice to have\u201d but an imperative to empower people and ensure that the organization as a whole responds fast to changes in the environment.<\/p>\n\n\n\n
\u201cAsking questions\u201d is an essential part of the tool set of a coach who may be the line manager himself. You consciously adopt the approach for improving the \u201cawareness\u201d of the coachee and therefore, open his mind to his perceptions & other possibilities and take \u201cresponsibility\u201d for the options for actions that he chooses.<\/p>\n\n\n\n
Finally, adopting the approach of \u201casking questions\u201d needs a complementing skill which is ACTIVE listening. A coach cannot sustain a session of asking questions without actually listening well, understanding and re-phrasing of what the coachee says.<\/p>\n\n\n\n
As with most things in life, practice makes perfect \u2013 it takes time and experience to hone the approach of asking questions and the skill of active listening. But they can indeed be developed for individual and organizational benefit. The time to start is NOW!<\/p>\n","post_title":"Questioning and Asking Questions - what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"questioning-and-asking-questions-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:02","post_modified_gmt":"2024-01-29 10:55:02","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1514","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1448,"post_author":"31","post_date":"2014-11-02 06:59:09","post_date_gmt":"2014-11-02 01:29:09","post_content":"\n
This article is part of the series on \u201cJourney of a coach\u201d covering my experiences as a performance coach. You may have the read an earlier article in the series on \u201cJourney of a coach \u2013 the beginning\u201d<\/a>. The journey continues here...<\/p>\n\n\n\n
Yogi Berra, New York Yankees baseball player (arguably the best catcher of all time) said, \u201cIn theory, there is no difference between theory & practice. But in practice, there is!\u201d So, this article is about the theory & practice of coaching for performance \u2013 not baseball players but people managing software projects.<\/p>\n\n\n\n
In my context, the \u201ctheory\u201d was mostly \u201cCoaching for Performance\u201d by John Whitmore (by the way, there is another article of mine on Whitmore<\/a> if you are interested). The \u201cpractice\u201d was, of course, my actual experiences over the years.<\/p>\n\n\n\n
A caveat \u2013 I am not here to debunk theory and hail practice - as a cardiac surgeon might! I have a great deal of respect for Whitmore\u2019s book on Coaching for Performance. The book provided a solid reference and a practical guide for my work as a coach all these years.<\/p>\n\n\n\n
However, I do have my own \u201cinterpretations\u201d and \u201cextensions\u201d of the theory in actual practice which I wish to share. I will use the diagram below which shows the context for coaching.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
You can see the \u201ccircles of influence\u201d around the coachee which would have a bearing on coaching and its effectiveness. We will cover each of these circles with examples. Note that the coach\u2019s experience, beliefs and perceptions are also significant in the context in addition to his skills for coaching.<\/p>\n\n\n\n
Circle #1: Are all situations \u201ccoaching situations\u201d?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The first circle of influence is the coaching situation faced by the coachee at work. For example, it could be that he is recently promoted and finds gaining acceptance in his team a challenge.<\/p>\n\n\n\n
The question is whether all such work situations are amenable for coaching - whether you are the manager of the coachee or an external coach. If you follow the \u201ctheory\u201d (that is Whitmore), a coaching style can become the default management style of the entire organization for all occasions.<\/p>\n\n\n\n
In other words, all manager-reportee interactions can naturally follow the coaching style \u2013 the manager following the sequence of helping his reportee to identify the goal he is seeking to achieve, assess the current state of affairs, consider the available options to achieve the goal and making the commitment-making to make it happen.<\/p>\n\n\n\n
That is all very well, but what if you are a commando fighting a guerrilla war in a jungle and see a metal tube from the foliage pointing at you. Your commander (\u201cmanager\u201d) is not going to coach you through the situation, is he?<\/p>\n\n\n\n
There are also other equivalent (but less extreme) situations at work when time is of essence and all that the coachee needs is information or simple direction (like for example, how to balance staff loading in a project schedule).<\/p>\n\n\n\n
So, my interpretation of theory is that there is better pay-off of coaching in some situations than others. However, there are many, many work situations wherein the quality of work<\/b> or results<\/b> is very important, the learning<\/b> for the coachee very important and it is not an emergency<\/b>. Coaching is very relevant in those cases.<\/p>\n\n\n\n
Circle #2: Are people always receptive to coaching?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The next circle of influence is relating to how receptive people are to coaching even if their work situation was amenable for it.<\/p>\n\n\n\n
Are they motivated enough to become more aware<\/b> and take responsibility<\/b> by themselves and not just because their employer has enrolled them in a training & coaching program?<\/p>\n\n\n\n
Maslow\u2019s theory is that motivation is linked to the stage an individual is at in a hierarchy of needs (see diagram below from Whitmore\u2019s Coaching for Performance). Note that Whitmore has split Maslow\u2019s Esteem stage into two \u2013 Esteem from others and Self-esteem.<\/p>\n\n\n\n
At the stage of Esteem from others, one is looking \u201cexternal\u201d recognition and prestige as motivators. At the stage of Self-esteem, external motivators tend to become less important. More important is the need to make a difference and being empowered to do so enhancing self-esteem. This self-esteem stage is where coaching makes the biggest impact for personal growth.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
Source: Coaching for Performance by John Whitmore<\/i><\/p>\n\n\n\n
There are a few more \u201ccircles\u201d to cover which we will in Part II of the article.<\/p>\n\n\n\n
Till then...<\/p>\n","post_title":"Journey of a coach - theory & practice (Part I)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-i","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:34","post_modified_gmt":"2024-01-29 10:55:34","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1521,"post_author":"26","post_date":"2014-10-30 10:57:02","post_date_gmt":"2014-10-30 05:27:02","post_content":"\n
$\"Network_whenhow2\"$ <\/a><\/figure>\n\n\n\n
One is never without a network and if you are reading this - it may be more to know how to grow it and\/or to overcome obstacles, often due to one's level comfort with so called \"networking\".<\/p>\n\n\n\n
If you look at how you:<\/p>\n\n\n\n
\n
got the opportunity to work in your current position<\/li>\n\n\n\n
got into your college\/school<\/li>\n\n\n\n
got your house on rent or bought your apartment<\/li>\n<\/ul>\n\n\n\n
you will see that a network - formal, informal or virtual (internet based) was at play.<\/p>\n\n\n\n
I will focus on growing your professional network and a few simple steps for it and not delve into specifics of social media, as all of you would be familiar with it.<\/p>\n\n\n\n
First, start with your existing network - which will be your current and past colleagues, your college and school alumni, friends and family. See that you stay in touch with them, by meeting them up or electronically, if you are not in touch start right away. Sending greetings for important occasions, festivals and events is a good way to start. Make it a point to call a few of them over the commute\/ weekends and work on the complete list slowly and steadily, start at top the list again once you complete it.<\/p>\n\n\n\n
What if you need to ask for a reference or a favor from a person with whom you are not in regular touch. The best way to is to be honest, there is no point in coming up with a phony reason to get in touch with them and ask for what you want. Your honesty will be appreciated, after that do thank them and make an effort to stay in touch with them. See that your nurture this set of contacts where you have already made a start.<\/p>\n\n\n\n
Once, when I was looking out for a job using my network, I made it a point to call and thank all those who forwarded my resume to their contacts and I sent a book as a gift to thank all those contacts whose help took me to the interview stage. I did it without any motive and what amazed me was the warmth from these contacts in all my future interactions.<\/p>\n\n\n\n
Second area to focus on are the professional events - there will be events where your technical or managerial domain will be the focus. You may be sponsored\/encouraged by your organizations to attend them, do not let is pass citing an excuse of being busy. Do make time to attend a few of them. If you find that you do not have this opportunity then see that you find such events and enroll yourself.<\/p>\n\n\n\n
In my experience these events certainly help you make a few contacts, you will always find a few persons whom you will find interesting and knowledgeable and connect effortlessly. The key is to nurture this - see that you follow-up with a mail and\/or a call.<\/p>\n\n\n\n
If you are the type who feels inhibited to make an opening, then do not worry. I was advised by one of my mentors to just listen and not worry about talking and enjoy being there. If you listen and observe intently you will find yourself talking soon. Your focus on the interactions and not on your perceived ability, does the trick. Try it a couple of times and see for yourself.<\/p>\n\n\n\n
Lastly, for anything to succeed one has to have the desire, then comes the effort and discipline for achieving it. A small progress or a step with positive result, is the best encouragement for you to strive towards your goals. Do ponder on your actions and results to stay focused on continuing to do this.<\/p>\n\n\n\n
One related question I hear from many of my coachees is \"visibility\" within the organization. More on that in a later post.<\/p>\n","post_title":"Networking - when and how to begin?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"networking-when-and-how-to-begin","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:58","post_modified_gmt":"2024-01-29 14:50:58","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1521","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1517,"post_author":"30","post_date":"2014-10-29 09:30:26","post_date_gmt":"2014-10-29 04:00:26","post_content":"\n
$\"sell-it\"$ <\/a><\/figure>\n\n\n\n
As a child, I used to come up with various ideas for almost anything, and ask for Rs. 1000\/- per idea. Being a child, nobody would want to pay money, that too a thousand Rupees \u2013 but, I would get something else as an appreciation for my efforts. A toffee, a cone ice cream etc.<\/p>\n\n\n\n
Further on, when I used to be active in small groups, selling was more of ideas and to get the team to converge on something, that the group can take as an action.<\/p>\n\n\n\n
As a team leader, I needed to sell the vision of the project to the team, to get everybody\u2019s buy in.<\/p>\n\n\n\n
More recently, I have been in contact with many aspiring and active entrepreneurs. Selling is something that they do with every breath.<\/p>\n\n\n\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 10 of 12 Previous 1 … 9 10 11 12 Next

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At times they combine Retrospective and Sprint Planning, which results in speeding through the retrospective and getting quickly into the planning. Add to this the different locations and time zones of the PO and Scrum Team. The retrospective at times is scheduled after Sprint Planning, which is anyway better than not having it at all.<\/p>\n\n\n\n
So here is how it goes, the three questions are asked, inputs collated and a mail sent to all stakeholders and the collated inputs made available in a common area. Very less focus on listening to each other and trying to resolve issues.<\/p>\n\n\n\n
The way I deal with this is that I share with the Scrum Master and team on how an ideal Retrospective should proceed and leave it to them to get close to it:
- Use post-its to capture what went well, stick on board, have one of team read all of it. Clarify any point that is not clear,
- Same for what did not go well,
- Same for what they would start to do,
- At this juncture prioritize the start to do\/action items and brainstorm, starting from top till the time runs out.<\/p>\n\n\n\n
This has worked well, teams typically identify one to three items and come up with reasonable details for implementing them. If required I remind them of these mid sprint, some steps are taken and progress made, this helps in them getting into the habit of doing retrospectives regularly.<\/p>\n\n\n\n
One more point to note is that a problem that seems \u201ca way of life\u201d, at end of first sprint may get some solutions, in the subsequent sprint. My reading of this is that the problem when noted first is annoying and frustrating, team is mentally tired to work on it. But when the same problem surfaces again, they are able to come up with a solution, as the frustration is vented in past.<\/p>\n\n\n\n
Let me share one example. This is to do with a scarce DBA resource causing stories to be re-opened due to delayed inputs\/review. At the end of first sprint they made note of this issue and came out strongly on \u201cthis how it is going to be\u201d, \u201cwe have escalated enough already in past\u201d. The issue surfaced again in next sprint, as it was discussed before, the emotions were in check. One of team suggested that we use the grooming pattern, i.e., plan\/do in advance. They figured out a way to deal with it.<\/p>\n\n\n\n
Another oft repeating issue is the frustration of not being able to close a story, because just the show and tell (demo) could not happen, or a build and test in correct environment was not completed due to big queue in CM. The team argues for closing the story, they feel that they are loosing story points for no fault of theirs. Here as a coach, one has to reinforce the concept of \u201cDone\u201d and revisit the concept of \u201cVelocity\u201d.<\/p>\n","post_title":"Initial coaching interventions for Retrospectives","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"initial-coaching-interventions-for-retrospectives","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:04","post_modified_gmt":"2024-01-29 14:50:04","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3343","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3339,"post_author":"26","post_date":"2015-04-11 09:33:55","post_date_gmt":"2015-04-11 04:03:55","post_content":"\n
Teams new to Scrum have a product backlog. The backlog will be groomed to some degree, typically have clarity for up to one to two sprints. The priority will be clear, with fair amount of detail on the requirements. The estimates may be present, it could be story points or a masked form of an effort estimate.<\/p>\n\n\n\n
The Product Owner (PO), who is not co-located in most of the teams will participate in Sprint Planning and along with the Scrum Master and team pick a set of stories to be done in the Sprint. After this the team jumps into doing the work. Detailed Sprint Planning is given a miss as PO will not be available for the entire duration and the team reluctant to do task based estimate for variety of reasons, if they do it is done by a few senior members of the team.<\/p>\n\n\n\n
This is where the first intervention from coach is needed, coax them to do detailed planning i.e., break down the stories into tasks and corresponding effort estimates. Insist that the entire team be involved and ensure that they balance the work they are taking up with the capacity the team has. Here is where they get to see one of the characteristics of Scrum \u2013 uncovering the problems at the earliest, and as a coach one should ensure that they become aware of it.<\/p>\n\n\n\n
$\"Sprint_Plan_1\"$ <\/figure>\n\n\n\n
Few things they discover:
- there may not be enough Analysis\/Dev\/DBA\/QA capacity in the team
- some of the team may not be fully utilized
- as they break down stories to tasks they realize that some stories cannot be completed, due to external dependencies, that is unlikely to be fulfilled.
- they may require more information from the PO.
- lastly the entire team gains an understanding what is planned to be accomplished.<\/p>\n\n\n\n
And it is interesting to see how they work around this:
- make use of team members not fully utilized to accomplish some of the tasks.
- the above at times involves redistributing the work, so that team members volunteering outside their domain, can take up relatively simpler tasks.
- go back to PO\/stakeholders and try to get the dependencies resolved or pick another story, this one requires a push from coach.
- get clarity on requirements from PO, this has to happen the next day.
- re-adjust the sprint backlog taking the above into account.<\/p>\n\n\n\n
$\"Sprint_Plan_2\"$ <\/figure>\n\n\n\n
At times guidelines are adhered to, planning sessions is time-boxed, they assume that all planning needs to happen in one sitting. Here is where, as a coach, one has to make them see the \"why\" behind a particular step, \"what\" outcome is desired? The outcome of having a proper Sprint Plan is more important than accomplishing it a single time-boxed session.<\/p>\n\n\n\n
As they complete this they realize that in past sprints, they grappled with these issues, towards the end of the sprint. Now they have ample time to cope with it \u2013 the benefit of Scrum uncovering problems earlier is leveraged.<\/p>\n\n\n\n
There is reluctance to do task effort estimates. In the traditional planning task estimates are done for entire project even with some requirements not being clear. This would have resulted in lot of waste, this coupled with notion that agile means no planning is the major cause of the reluctance. As a coach, one needs to highlight that there is better clarity on requirements and it is being done for just a sprint, so there is no waste. The reluctance is also due to lack of understanding of the difference between story point, size and effort estimates, this needs to be addressed.<\/p>\n\n\n\n
At this juncture the team is ready to make and take on the commitment with higher confidence. You can see the related blog on retrospectives.<\/p>\n","post_title":"Initial coaching interventions for Sprint Planning","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"initial-coaching-interventions-for-sprint-planning","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:24","post_modified_gmt":"2024-01-29 14:50:24","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3339","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1519,"post_author":"33","post_date":"2014-11-09 12:15:54","post_date_gmt":"2014-11-09 06:45:54","post_content":"\n
$\"\"\/$ <\/figure>\n\n\n\n
  <\/p>\n\n\n\n
Leaders have only two jobs:<\/p>\n\n\n\n
1) Getting work done<\/p>\n\n\n\n
2) Growing the people<\/p>\n\n\n\n
Coaching as a leadership\/management style achieves both.<\/p>\n\n\n\n
With Command & Control approach, managers may get the work done in the short term, by force. But that might have negative impacts on the team in terms of :<\/p>\n\n\n\n
- Lack of ownership<\/p>\n\n\n\n
- Low motivation<\/p>\n\n\n\n
- Poor quality output<\/p>\n\n\n\n
- Low productivity<\/p>\n\n\n\n
- Missed schedules etc.<\/p>\n\n\n\n
Command & Control might also impact development of team members negatively. Teams might wait for manager to give instruction. They might hesitate to take initiative as it might get overruled by the manager. They might stop thinking new & innovative ideas as the manager will always tell them what to do.<\/p>\n\n\n\n
On the other hand, with Coaching as the leadership style, managers will empower the team members to come out with new ideas, solutions and encourage them to implement them. They will help the team members to discover their strengths by asking questions & challenging them. This builds motivation and ownership in the team members.<\/p>\n\n\n\n
Having said that, there are situations where Managers need to use command & control approaches. For example, in a fire fighting situation where extremely quick response in needed. There will be a need for different approaches for different team members \u2013 someone may need more directive input & constant oversight and someone may need a lot of freedom.<\/p>\n\n\n\n
A good leader is one who has high self awareness, self-regulation, self-motivation and empathy through which he\/she can sense and respond differently, in a conscious way, to different situations & different people.<\/p>\n\n\n\n
However, to be a good Leader, coaching way of management style should be the most natural approach and command & control should be the exception.<\/p>\n","post_title":"Coaching vs Command & Control style of Management","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"coaching-vs-command-control-style-of-management","to_ping":"","pinged":"","post_modified":"2024-01-29 15:34:20","post_modified_gmt":"2024-01-29 15:34:20","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1519","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1456,"post_author":"31","post_date":"2014-11-09 12:15:37","post_date_gmt":"2014-11-09 06:45:37","post_content":"\n
In an earlier article \u201cJourney of a coach \u2013 theory & practice (Part I)<\/a>, we introduced the \u201ccircles of influence\u201d which form the context (see diagram below) for coaching process.<\/p>\n\n\n\n
$\"image\"$ <\/a> The circles in the diagram above have a significant bearing on coaching effectiveness and need to be addressed by the coach using the theory of coaching (such as Whitmore\u2019s book on \u201cCoaching for Performance\u201d). In the case of some circles, the theory may \u201cend\u201d at some point and the coach will have \u201cinterpret\u201d and \u201cextend\u201d it for the specific coachee situation at hand.<\/p>\n\n\n\n
We covered the following in Part I of this article:<\/p>\n\n\n\n
\u00b7 Circle #1: Are all situations \u201ccoaching situations\u201d?<\/p>\n\n\n\n
\u00b7 Circle #2: Are people always receptive to coaching?<\/p>\n\n\n\n
In this Part II, we will cover the two remaining circles.<\/p>\n\n\n\n
Circle #3: Are coaches sometimes helpless?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
Circle #3 above regarding \u201cbeliefs, perceptions and personal circumstances\u201d can actually be quite a hard shell hindering coaching progress. But it is often an invisible hard shell because people will share only so much of their innermost beliefs and personal circumstances even though they are impacting their work performance. Coaches make chance discoveries of this shell in the Reality check part (that is, the current state of affairs that needs to improve to meet the Goal) of the Goal-Reality-Options-Will (GROW) model of Whitmore. Here are examples:<\/p>\n\n\n\n
\u00b7 A coachee once candidly admitted that he was himself the reason for his declining performance at work. The reason was that his family was going through his sister\u2019s painful divorce in the US and her life coming back to India. He just could not go about work as usual<\/p>\n\n\n\n
\u00b7 A second coachee had a lot of issues with his manager. He felt that the manager\u2019s lack of domain knowledge resulted in his not realizing & recognizing the value of the coachee\u2019s work. In addition, the coachee seemed to indicate that lack of recognition of his work had to do with his belonging to a minority religious community in India<\/p>\n\n\n\n
\u00b7 Yet another coachee told my colleague (also a Performance Coach) that her problems arose because her boss was an inveterate woman-hater<\/p>\n\n\n\n
These are situations of tight-rope walking for a performance coach! In situations of personal crisis, the coach may only help by sympathetic and patient listening. This may help the coachee more than one would think \u2013 just getting the problem \u201coff his chest\u201d often helps and relieves stress. Being less stressed, he may be able to come to grips with his personal predicament and deal with it better. However, coachee\u2019s entrenched beliefs on, say, religion and gender can be very challenging for the coach to deal with. Some deep-rooted beliefs may indicate pathology needing help from a trained therapist \u2013 far beyond the scope of performance coaching and the ability of the coach.<\/p>\n\n\n\n
Circle #4: Is the coachee\u2019s work environment conducive?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The last circle of influence is the coachee\u2019s work. Sometimes, people have told me that they are \u201cstuck\u201d in positions \u2013 say, \u201croutine\u201d software bug fixing and maintenance where there is really no scope for \u201clearning, enjoyment and fulfillment\u201d (you may like to read My Team is not motivated!!!<\/a> by my colleague Prasanna Moses on this). Most of us would agree that there is far less drudgery at work in today\u2019s knowledge-centric world than even just 30 years ago. We would also agree that there is no such thing as 100% \u201csexy\u201d work (unless of course, you are doing breakthrough work of your calling \u2013 say, in quantum computing). So, when coachees complain about their current work\/role and the lack of sexiness thereof, I ask them questions about what makes it boring, what they can do about it and so on \u2013 hopefully making them better aware of interesting possibilities in what they were doing. In some cases, people have hinted to me that they are considering quitting their \u201cboring\u201d job and looking for a reaction. Under such circumstances, to be fair to the coachee and to the coachee\u2019s employer (who is paying my fees!), I would say the best option is to ask the coachee questions exploring his rationale for leaving (without being judgmental on whether it is right or wrong) \u2013 like what does he think leaving the job will achieve, how will it get him closer to his goals, how is he sure that the same problems would not repeat themselves in the new organization and so on. The ultimate decision should be the coachee\u2019s based on introspection triggered by your questions. He may still choose to quit \u2013 but that is another matter! As far as you are concerned as a coach, you have played it fair & square. It is not unthinkable that you as the coach may actually agree with his rationale for seeking another job!<\/p>\n\n\n\n
A related aspect is also the organizational environment in which the coachee works \u2013 over & above his immediate work\/role discussed above. In sports coaching, the strong individual motivation is a given and the coachee has a great deal of control over what he can and cannot do to enhance his performance. The circumstances for software project managers are different. Their GROW model is in the context of an organization with its culture, policies, processes and so on. As a coach, I have encountered some real challenges here \u2013 the Project Manager may be aspiring to do something of value in his project but his line management and work environment may not be supportive. Some organizational policies can be insensitive to people and even draconian. In one software development organization, if project team members logged in less than 40 hours per week of approved work, there would be automatic cuts in their pay while the significant additional work needed at other times went scarcely noticed! How can one be expected to learn and enjoy their work in such an environment? In such cases, we do bring it up with the line management for addressing them and offer our help as well. To be honest, it worked sometimes and it did not in as many cases.<\/p>\n\n\n\n
In summary, as a practicing coach, you are bound to run into situations like the ones above which make you stop and ponder as to what extent theory can lead practice! You may need to introspect and think of newer ways of extending \u201ctheory\u201d or just use good old common sense and move on! At PM Power, we have the coaches\u2019 conclave where these situations are discussed to see how best to help the coachee considering all the circles of influence. It has significantly helped our coaches in specific situations and in honing their coaching skills in general.<\/p>\n\n\n\n
We invite you to share your coaching experiences (as a coach or a coachee) and we would be happy to share our perspectives which may be of help. You may reach us at info@pm-powerconsulting.com.<\/p>\n","post_title":"Journey of a coach - theory & practice (Part II)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-ii","to_ping":"","pinged":"","post_modified":"2024-01-29 10:54:32","post_modified_gmt":"2024-01-29 10:54:32","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1456","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1514,"post_author":"31","post_date":"2014-11-02 12:24:22","post_date_gmt":"2014-11-02 06:54:22","post_content":"\n
A speaker finishes a great speech \u2013 at least, HE thinks it is great! He then asks, \u201cAny questions?\u201d What does he expect? If I were him, I would expect the audience to demonstrate a level of understanding of what the speech was all about and ask meaningful questions - clarifying the ground covered and even extending from there.<\/p>\n\n\n\n
These are situations where one actually wants to be questioned to get a sense a satisfaction that the effort (the speech, in this case) has been worthwhile. But there are other situations where being questioned has a very negative connotation. It implies questioning the ability of the person being questioned or the work that he has done.<\/p>\n\n\n\n
The important thing is that the intent of questioning should be to seek understanding rather than putting down someone. Hence, even the tone of questioning is very important. Consider the difference between, \u201cWhy did you do THAT?\u201d and \u201cWhat are your reasons for doing THAT?\u201d<\/p>\n\n\n\n
The tone of the former question is judgmental while the same question asked differently demonstrates an openness and a neutral tone. The tone is important because it can either put people off & make them defensive or it can make them relaxed and explain their rationale for an idea or a course of action.<\/p>\n\n\n\n
From the above, it follows that there is a big difference between \u201cquestioning\u201d and \u201casking questions\u201d.<\/p>\n\n\n\n
$\"image\"$ <\/figure>\n\n\n\n
In the work context, a manager who adopts an approach of \u201casking questions\u201d enables an environment where his reportees apply their mind to the situation at hand and exercise their best judgment on the right course of action.<\/p>\n\n\n\n
The manager can use questions to expand the reportee\u2019s thinking and make him aware of aspects he may not have thought of (instead of just instructing him what to do).<\/p>\n\n\n\n
Hence asking questions contributes to the reportee\u2019s overall development and ability to deal with situations with minimal oversight. Equally important, it enables greater responsibility on the part of the reportee so that the implementation aspects of his suggestions are fully owned by him.<\/p>\n\n\n\n
Through this, the manager\u2019s time is also freed up from routine oversight functions to take up important but not urgent tasks.<\/p>\n\n\n\n
In a highly dynamic world, the approach of \u201casking questions\u201d is not just \u201ca nice to have\u201d but an imperative to empower people and ensure that the organization as a whole responds fast to changes in the environment.<\/p>\n\n\n\n
\u201cAsking questions\u201d is an essential part of the tool set of a coach who may be the line manager himself. You consciously adopt the approach for improving the \u201cawareness\u201d of the coachee and therefore, open his mind to his perceptions & other possibilities and take \u201cresponsibility\u201d for the options for actions that he chooses.<\/p>\n\n\n\n
Finally, adopting the approach of \u201casking questions\u201d needs a complementing skill which is ACTIVE listening. A coach cannot sustain a session of asking questions without actually listening well, understanding and re-phrasing of what the coachee says.<\/p>\n\n\n\n
As with most things in life, practice makes perfect \u2013 it takes time and experience to hone the approach of asking questions and the skill of active listening. But they can indeed be developed for individual and organizational benefit. The time to start is NOW!<\/p>\n","post_title":"Questioning and Asking Questions - what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"questioning-and-asking-questions-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:02","post_modified_gmt":"2024-01-29 10:55:02","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1514","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1448,"post_author":"31","post_date":"2014-11-02 06:59:09","post_date_gmt":"2014-11-02 01:29:09","post_content":"\n
This article is part of the series on \u201cJourney of a coach\u201d covering my experiences as a performance coach. You may have the read an earlier article in the series on \u201cJourney of a coach \u2013 the beginning\u201d<\/a>. The journey continues here...<\/p>\n\n\n\n
Yogi Berra, New York Yankees baseball player (arguably the best catcher of all time) said, \u201cIn theory, there is no difference between theory & practice. But in practice, there is!\u201d So, this article is about the theory & practice of coaching for performance \u2013 not baseball players but people managing software projects.<\/p>\n\n\n\n
In my context, the \u201ctheory\u201d was mostly \u201cCoaching for Performance\u201d by John Whitmore (by the way, there is another article of mine on Whitmore<\/a> if you are interested). The \u201cpractice\u201d was, of course, my actual experiences over the years.<\/p>\n\n\n\n
A caveat \u2013 I am not here to debunk theory and hail practice - as a cardiac surgeon might! I have a great deal of respect for Whitmore\u2019s book on Coaching for Performance. The book provided a solid reference and a practical guide for my work as a coach all these years.<\/p>\n\n\n\n
However, I do have my own \u201cinterpretations\u201d and \u201cextensions\u201d of the theory in actual practice which I wish to share. I will use the diagram below which shows the context for coaching.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
You can see the \u201ccircles of influence\u201d around the coachee which would have a bearing on coaching and its effectiveness. We will cover each of these circles with examples. Note that the coach\u2019s experience, beliefs and perceptions are also significant in the context in addition to his skills for coaching.<\/p>\n\n\n\n
Circle #1: Are all situations \u201ccoaching situations\u201d?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The first circle of influence is the coaching situation faced by the coachee at work. For example, it could be that he is recently promoted and finds gaining acceptance in his team a challenge.<\/p>\n\n\n\n
The question is whether all such work situations are amenable for coaching - whether you are the manager of the coachee or an external coach. If you follow the \u201ctheory\u201d (that is Whitmore), a coaching style can become the default management style of the entire organization for all occasions.<\/p>\n\n\n\n
In other words, all manager-reportee interactions can naturally follow the coaching style \u2013 the manager following the sequence of helping his reportee to identify the goal he is seeking to achieve, assess the current state of affairs, consider the available options to achieve the goal and making the commitment-making to make it happen.<\/p>\n\n\n\n
That is all very well, but what if you are a commando fighting a guerrilla war in a jungle and see a metal tube from the foliage pointing at you. Your commander (\u201cmanager\u201d) is not going to coach you through the situation, is he?<\/p>\n\n\n\n
There are also other equivalent (but less extreme) situations at work when time is of essence and all that the coachee needs is information or simple direction (like for example, how to balance staff loading in a project schedule).<\/p>\n\n\n\n
So, my interpretation of theory is that there is better pay-off of coaching in some situations than others. However, there are many, many work situations wherein the quality of work<\/b> or results<\/b> is very important, the learning<\/b> for the coachee very important and it is not an emergency<\/b>. Coaching is very relevant in those cases.<\/p>\n\n\n\n
Circle #2: Are people always receptive to coaching?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The next circle of influence is relating to how receptive people are to coaching even if their work situation was amenable for it.<\/p>\n\n\n\n
Are they motivated enough to become more aware<\/b> and take responsibility<\/b> by themselves and not just because their employer has enrolled them in a training & coaching program?<\/p>\n\n\n\n
Maslow\u2019s theory is that motivation is linked to the stage an individual is at in a hierarchy of needs (see diagram below from Whitmore\u2019s Coaching for Performance). Note that Whitmore has split Maslow\u2019s Esteem stage into two \u2013 Esteem from others and Self-esteem.<\/p>\n\n\n\n
At the stage of Esteem from others, one is looking \u201cexternal\u201d recognition and prestige as motivators. At the stage of Self-esteem, external motivators tend to become less important. More important is the need to make a difference and being empowered to do so enhancing self-esteem. This self-esteem stage is where coaching makes the biggest impact for personal growth.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
Source: Coaching for Performance by John Whitmore<\/i><\/p>\n\n\n\n
There are a few more \u201ccircles\u201d to cover which we will in Part II of the article.<\/p>\n\n\n\n
Till then...<\/p>\n","post_title":"Journey of a coach - theory & practice (Part I)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-i","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:34","post_modified_gmt":"2024-01-29 10:55:34","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1521,"post_author":"26","post_date":"2014-10-30 10:57:02","post_date_gmt":"2014-10-30 05:27:02","post_content":"\n
$\"Network_whenhow2\"$ <\/a><\/figure>\n\n\n\n
One is never without a network and if you are reading this - it may be more to know how to grow it and\/or to overcome obstacles, often due to one's level comfort with so called \"networking\".<\/p>\n\n\n\n
If you look at how you:<\/p>\n\n\n\n
\n
got the opportunity to work in your current position<\/li>\n\n\n\n
got into your college\/school<\/li>\n\n\n\n
got your house on rent or bought your apartment<\/li>\n<\/ul>\n\n\n\n
you will see that a network - formal, informal or virtual (internet based) was at play.<\/p>\n\n\n\n
I will focus on growing your professional network and a few simple steps for it and not delve into specifics of social media, as all of you would be familiar with it.<\/p>\n\n\n\n
First, start with your existing network - which will be your current and past colleagues, your college and school alumni, friends and family. See that you stay in touch with them, by meeting them up or electronically, if you are not in touch start right away. Sending greetings for important occasions, festivals and events is a good way to start. Make it a point to call a few of them over the commute\/ weekends and work on the complete list slowly and steadily, start at top the list again once you complete it.<\/p>\n\n\n\n
What if you need to ask for a reference or a favor from a person with whom you are not in regular touch. The best way to is to be honest, there is no point in coming up with a phony reason to get in touch with them and ask for what you want. Your honesty will be appreciated, after that do thank them and make an effort to stay in touch with them. See that your nurture this set of contacts where you have already made a start.<\/p>\n\n\n\n
Once, when I was looking out for a job using my network, I made it a point to call and thank all those who forwarded my resume to their contacts and I sent a book as a gift to thank all those contacts whose help took me to the interview stage. I did it without any motive and what amazed me was the warmth from these contacts in all my future interactions.<\/p>\n\n\n\n
Second area to focus on are the professional events - there will be events where your technical or managerial domain will be the focus. You may be sponsored\/encouraged by your organizations to attend them, do not let is pass citing an excuse of being busy. Do make time to attend a few of them. If you find that you do not have this opportunity then see that you find such events and enroll yourself.<\/p>\n\n\n\n
In my experience these events certainly help you make a few contacts, you will always find a few persons whom you will find interesting and knowledgeable and connect effortlessly. The key is to nurture this - see that you follow-up with a mail and\/or a call.<\/p>\n\n\n\n
If you are the type who feels inhibited to make an opening, then do not worry. I was advised by one of my mentors to just listen and not worry about talking and enjoy being there. If you listen and observe intently you will find yourself talking soon. Your focus on the interactions and not on your perceived ability, does the trick. Try it a couple of times and see for yourself.<\/p>\n\n\n\n
Lastly, for anything to succeed one has to have the desire, then comes the effort and discipline for achieving it. A small progress or a step with positive result, is the best encouragement for you to strive towards your goals. Do ponder on your actions and results to stay focused on continuing to do this.<\/p>\n\n\n\n
One related question I hear from many of my coachees is \"visibility\" within the organization. More on that in a later post.<\/p>\n","post_title":"Networking - when and how to begin?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"networking-when-and-how-to-begin","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:58","post_modified_gmt":"2024-01-29 14:50:58","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1521","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1517,"post_author":"30","post_date":"2014-10-29 09:30:26","post_date_gmt":"2014-10-29 04:00:26","post_content":"\n
$\"sell-it\"$ <\/a><\/figure>\n\n\n\n
As a child, I used to come up with various ideas for almost anything, and ask for Rs. 1000\/- per idea. Being a child, nobody would want to pay money, that too a thousand Rupees \u2013 but, I would get something else as an appreciation for my efforts. A toffee, a cone ice cream etc.<\/p>\n\n\n\n
Further on, when I used to be active in small groups, selling was more of ideas and to get the team to converge on something, that the group can take as an action.<\/p>\n\n\n\n
As a team leader, I needed to sell the vision of the project to the team, to get everybody\u2019s buy in.<\/p>\n\n\n\n
More recently, I have been in contact with many aspiring and active entrepreneurs. Selling is something that they do with every breath.<\/p>\n\n\n\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 10 of 12 Previous 1 … 9 10 11 12 Next

\n
The team will be scrambling to wrap up the work and close all stories to meet the sprint commitment made, the sprint will be kept open till the the very end and at times a few hours into the next sprint. The Sprint Planning for next sprint has to start, the Sprint Review needs to happen for stories to be closed, where is the time for retrospective? Can it be done next time?<\/p>\n\n\n\n
At times they combine Retrospective and Sprint Planning, which results in speeding through the retrospective and getting quickly into the planning. Add to this the different locations and time zones of the PO and Scrum Team. The retrospective at times is scheduled after Sprint Planning, which is anyway better than not having it at all.<\/p>\n\n\n\n
So here is how it goes, the three questions are asked, inputs collated and a mail sent to all stakeholders and the collated inputs made available in a common area. Very less focus on listening to each other and trying to resolve issues.<\/p>\n\n\n\n
The way I deal with this is that I share with the Scrum Master and team on how an ideal Retrospective should proceed and leave it to them to get close to it:
- Use post-its to capture what went well, stick on board, have one of team read all of it. Clarify any point that is not clear,
- Same for what did not go well,
- Same for what they would start to do,
- At this juncture prioritize the start to do\/action items and brainstorm, starting from top till the time runs out.<\/p>\n\n\n\n
This has worked well, teams typically identify one to three items and come up with reasonable details for implementing them. If required I remind them of these mid sprint, some steps are taken and progress made, this helps in them getting into the habit of doing retrospectives regularly.<\/p>\n\n\n\n
One more point to note is that a problem that seems \u201ca way of life\u201d, at end of first sprint may get some solutions, in the subsequent sprint. My reading of this is that the problem when noted first is annoying and frustrating, team is mentally tired to work on it. But when the same problem surfaces again, they are able to come up with a solution, as the frustration is vented in past.<\/p>\n\n\n\n
Let me share one example. This is to do with a scarce DBA resource causing stories to be re-opened due to delayed inputs\/review. At the end of first sprint they made note of this issue and came out strongly on \u201cthis how it is going to be\u201d, \u201cwe have escalated enough already in past\u201d. The issue surfaced again in next sprint, as it was discussed before, the emotions were in check. One of team suggested that we use the grooming pattern, i.e., plan\/do in advance. They figured out a way to deal with it.<\/p>\n\n\n\n
Another oft repeating issue is the frustration of not being able to close a story, because just the show and tell (demo) could not happen, or a build and test in correct environment was not completed due to big queue in CM. The team argues for closing the story, they feel that they are loosing story points for no fault of theirs. Here as a coach, one has to reinforce the concept of \u201cDone\u201d and revisit the concept of \u201cVelocity\u201d.<\/p>\n","post_title":"Initial coaching interventions for Retrospectives","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"initial-coaching-interventions-for-retrospectives","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:04","post_modified_gmt":"2024-01-29 14:50:04","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3343","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3339,"post_author":"26","post_date":"2015-04-11 09:33:55","post_date_gmt":"2015-04-11 04:03:55","post_content":"\n
Teams new to Scrum have a product backlog. The backlog will be groomed to some degree, typically have clarity for up to one to two sprints. The priority will be clear, with fair amount of detail on the requirements. The estimates may be present, it could be story points or a masked form of an effort estimate.<\/p>\n\n\n\n
The Product Owner (PO), who is not co-located in most of the teams will participate in Sprint Planning and along with the Scrum Master and team pick a set of stories to be done in the Sprint. After this the team jumps into doing the work. Detailed Sprint Planning is given a miss as PO will not be available for the entire duration and the team reluctant to do task based estimate for variety of reasons, if they do it is done by a few senior members of the team.<\/p>\n\n\n\n
This is where the first intervention from coach is needed, coax them to do detailed planning i.e., break down the stories into tasks and corresponding effort estimates. Insist that the entire team be involved and ensure that they balance the work they are taking up with the capacity the team has. Here is where they get to see one of the characteristics of Scrum \u2013 uncovering the problems at the earliest, and as a coach one should ensure that they become aware of it.<\/p>\n\n\n\n
$\"Sprint_Plan_1\"$ <\/figure>\n\n\n\n
Few things they discover:
- there may not be enough Analysis\/Dev\/DBA\/QA capacity in the team
- some of the team may not be fully utilized
- as they break down stories to tasks they realize that some stories cannot be completed, due to external dependencies, that is unlikely to be fulfilled.
- they may require more information from the PO.
- lastly the entire team gains an understanding what is planned to be accomplished.<\/p>\n\n\n\n
And it is interesting to see how they work around this:
- make use of team members not fully utilized to accomplish some of the tasks.
- the above at times involves redistributing the work, so that team members volunteering outside their domain, can take up relatively simpler tasks.
- go back to PO\/stakeholders and try to get the dependencies resolved or pick another story, this one requires a push from coach.
- get clarity on requirements from PO, this has to happen the next day.
- re-adjust the sprint backlog taking the above into account.<\/p>\n\n\n\n
$\"Sprint_Plan_2\"$ <\/figure>\n\n\n\n
At times guidelines are adhered to, planning sessions is time-boxed, they assume that all planning needs to happen in one sitting. Here is where, as a coach, one has to make them see the \"why\" behind a particular step, \"what\" outcome is desired? The outcome of having a proper Sprint Plan is more important than accomplishing it a single time-boxed session.<\/p>\n\n\n\n
As they complete this they realize that in past sprints, they grappled with these issues, towards the end of the sprint. Now they have ample time to cope with it \u2013 the benefit of Scrum uncovering problems earlier is leveraged.<\/p>\n\n\n\n
There is reluctance to do task effort estimates. In the traditional planning task estimates are done for entire project even with some requirements not being clear. This would have resulted in lot of waste, this coupled with notion that agile means no planning is the major cause of the reluctance. As a coach, one needs to highlight that there is better clarity on requirements and it is being done for just a sprint, so there is no waste. The reluctance is also due to lack of understanding of the difference between story point, size and effort estimates, this needs to be addressed.<\/p>\n\n\n\n
At this juncture the team is ready to make and take on the commitment with higher confidence. You can see the related blog on retrospectives.<\/p>\n","post_title":"Initial coaching interventions for Sprint Planning","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"initial-coaching-interventions-for-sprint-planning","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:24","post_modified_gmt":"2024-01-29 14:50:24","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3339","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1519,"post_author":"33","post_date":"2014-11-09 12:15:54","post_date_gmt":"2014-11-09 06:45:54","post_content":"\n
$\"\"\/$ <\/figure>\n\n\n\n
  <\/p>\n\n\n\n
Leaders have only two jobs:<\/p>\n\n\n\n
1) Getting work done<\/p>\n\n\n\n
2) Growing the people<\/p>\n\n\n\n
Coaching as a leadership\/management style achieves both.<\/p>\n\n\n\n
With Command & Control approach, managers may get the work done in the short term, by force. But that might have negative impacts on the team in terms of :<\/p>\n\n\n\n
- Lack of ownership<\/p>\n\n\n\n
- Low motivation<\/p>\n\n\n\n
- Poor quality output<\/p>\n\n\n\n
- Low productivity<\/p>\n\n\n\n
- Missed schedules etc.<\/p>\n\n\n\n
Command & Control might also impact development of team members negatively. Teams might wait for manager to give instruction. They might hesitate to take initiative as it might get overruled by the manager. They might stop thinking new & innovative ideas as the manager will always tell them what to do.<\/p>\n\n\n\n
On the other hand, with Coaching as the leadership style, managers will empower the team members to come out with new ideas, solutions and encourage them to implement them. They will help the team members to discover their strengths by asking questions & challenging them. This builds motivation and ownership in the team members.<\/p>\n\n\n\n
Having said that, there are situations where Managers need to use command & control approaches. For example, in a fire fighting situation where extremely quick response in needed. There will be a need for different approaches for different team members \u2013 someone may need more directive input & constant oversight and someone may need a lot of freedom.<\/p>\n\n\n\n
A good leader is one who has high self awareness, self-regulation, self-motivation and empathy through which he\/she can sense and respond differently, in a conscious way, to different situations & different people.<\/p>\n\n\n\n
However, to be a good Leader, coaching way of management style should be the most natural approach and command & control should be the exception.<\/p>\n","post_title":"Coaching vs Command & Control style of Management","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"coaching-vs-command-control-style-of-management","to_ping":"","pinged":"","post_modified":"2024-01-29 15:34:20","post_modified_gmt":"2024-01-29 15:34:20","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1519","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1456,"post_author":"31","post_date":"2014-11-09 12:15:37","post_date_gmt":"2014-11-09 06:45:37","post_content":"\n
In an earlier article \u201cJourney of a coach \u2013 theory & practice (Part I)<\/a>, we introduced the \u201ccircles of influence\u201d which form the context (see diagram below) for coaching process.<\/p>\n\n\n\n
$\"image\"$ <\/a> The circles in the diagram above have a significant bearing on coaching effectiveness and need to be addressed by the coach using the theory of coaching (such as Whitmore\u2019s book on \u201cCoaching for Performance\u201d). In the case of some circles, the theory may \u201cend\u201d at some point and the coach will have \u201cinterpret\u201d and \u201cextend\u201d it for the specific coachee situation at hand.<\/p>\n\n\n\n
We covered the following in Part I of this article:<\/p>\n\n\n\n
\u00b7 Circle #1: Are all situations \u201ccoaching situations\u201d?<\/p>\n\n\n\n
\u00b7 Circle #2: Are people always receptive to coaching?<\/p>\n\n\n\n
In this Part II, we will cover the two remaining circles.<\/p>\n\n\n\n
Circle #3: Are coaches sometimes helpless?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
Circle #3 above regarding \u201cbeliefs, perceptions and personal circumstances\u201d can actually be quite a hard shell hindering coaching progress. But it is often an invisible hard shell because people will share only so much of their innermost beliefs and personal circumstances even though they are impacting their work performance. Coaches make chance discoveries of this shell in the Reality check part (that is, the current state of affairs that needs to improve to meet the Goal) of the Goal-Reality-Options-Will (GROW) model of Whitmore. Here are examples:<\/p>\n\n\n\n
\u00b7 A coachee once candidly admitted that he was himself the reason for his declining performance at work. The reason was that his family was going through his sister\u2019s painful divorce in the US and her life coming back to India. He just could not go about work as usual<\/p>\n\n\n\n
\u00b7 A second coachee had a lot of issues with his manager. He felt that the manager\u2019s lack of domain knowledge resulted in his not realizing & recognizing the value of the coachee\u2019s work. In addition, the coachee seemed to indicate that lack of recognition of his work had to do with his belonging to a minority religious community in India<\/p>\n\n\n\n
\u00b7 Yet another coachee told my colleague (also a Performance Coach) that her problems arose because her boss was an inveterate woman-hater<\/p>\n\n\n\n
These are situations of tight-rope walking for a performance coach! In situations of personal crisis, the coach may only help by sympathetic and patient listening. This may help the coachee more than one would think \u2013 just getting the problem \u201coff his chest\u201d often helps and relieves stress. Being less stressed, he may be able to come to grips with his personal predicament and deal with it better. However, coachee\u2019s entrenched beliefs on, say, religion and gender can be very challenging for the coach to deal with. Some deep-rooted beliefs may indicate pathology needing help from a trained therapist \u2013 far beyond the scope of performance coaching and the ability of the coach.<\/p>\n\n\n\n
Circle #4: Is the coachee\u2019s work environment conducive?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The last circle of influence is the coachee\u2019s work. Sometimes, people have told me that they are \u201cstuck\u201d in positions \u2013 say, \u201croutine\u201d software bug fixing and maintenance where there is really no scope for \u201clearning, enjoyment and fulfillment\u201d (you may like to read My Team is not motivated!!!<\/a> by my colleague Prasanna Moses on this). Most of us would agree that there is far less drudgery at work in today\u2019s knowledge-centric world than even just 30 years ago. We would also agree that there is no such thing as 100% \u201csexy\u201d work (unless of course, you are doing breakthrough work of your calling \u2013 say, in quantum computing). So, when coachees complain about their current work\/role and the lack of sexiness thereof, I ask them questions about what makes it boring, what they can do about it and so on \u2013 hopefully making them better aware of interesting possibilities in what they were doing. In some cases, people have hinted to me that they are considering quitting their \u201cboring\u201d job and looking for a reaction. Under such circumstances, to be fair to the coachee and to the coachee\u2019s employer (who is paying my fees!), I would say the best option is to ask the coachee questions exploring his rationale for leaving (without being judgmental on whether it is right or wrong) \u2013 like what does he think leaving the job will achieve, how will it get him closer to his goals, how is he sure that the same problems would not repeat themselves in the new organization and so on. The ultimate decision should be the coachee\u2019s based on introspection triggered by your questions. He may still choose to quit \u2013 but that is another matter! As far as you are concerned as a coach, you have played it fair & square. It is not unthinkable that you as the coach may actually agree with his rationale for seeking another job!<\/p>\n\n\n\n
A related aspect is also the organizational environment in which the coachee works \u2013 over & above his immediate work\/role discussed above. In sports coaching, the strong individual motivation is a given and the coachee has a great deal of control over what he can and cannot do to enhance his performance. The circumstances for software project managers are different. Their GROW model is in the context of an organization with its culture, policies, processes and so on. As a coach, I have encountered some real challenges here \u2013 the Project Manager may be aspiring to do something of value in his project but his line management and work environment may not be supportive. Some organizational policies can be insensitive to people and even draconian. In one software development organization, if project team members logged in less than 40 hours per week of approved work, there would be automatic cuts in their pay while the significant additional work needed at other times went scarcely noticed! How can one be expected to learn and enjoy their work in such an environment? In such cases, we do bring it up with the line management for addressing them and offer our help as well. To be honest, it worked sometimes and it did not in as many cases.<\/p>\n\n\n\n
In summary, as a practicing coach, you are bound to run into situations like the ones above which make you stop and ponder as to what extent theory can lead practice! You may need to introspect and think of newer ways of extending \u201ctheory\u201d or just use good old common sense and move on! At PM Power, we have the coaches\u2019 conclave where these situations are discussed to see how best to help the coachee considering all the circles of influence. It has significantly helped our coaches in specific situations and in honing their coaching skills in general.<\/p>\n\n\n\n
We invite you to share your coaching experiences (as a coach or a coachee) and we would be happy to share our perspectives which may be of help. You may reach us at info@pm-powerconsulting.com.<\/p>\n","post_title":"Journey of a coach - theory & practice (Part II)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-ii","to_ping":"","pinged":"","post_modified":"2024-01-29 10:54:32","post_modified_gmt":"2024-01-29 10:54:32","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1456","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1514,"post_author":"31","post_date":"2014-11-02 12:24:22","post_date_gmt":"2014-11-02 06:54:22","post_content":"\n
A speaker finishes a great speech \u2013 at least, HE thinks it is great! He then asks, \u201cAny questions?\u201d What does he expect? If I were him, I would expect the audience to demonstrate a level of understanding of what the speech was all about and ask meaningful questions - clarifying the ground covered and even extending from there.<\/p>\n\n\n\n
These are situations where one actually wants to be questioned to get a sense a satisfaction that the effort (the speech, in this case) has been worthwhile. But there are other situations where being questioned has a very negative connotation. It implies questioning the ability of the person being questioned or the work that he has done.<\/p>\n\n\n\n
The important thing is that the intent of questioning should be to seek understanding rather than putting down someone. Hence, even the tone of questioning is very important. Consider the difference between, \u201cWhy did you do THAT?\u201d and \u201cWhat are your reasons for doing THAT?\u201d<\/p>\n\n\n\n
The tone of the former question is judgmental while the same question asked differently demonstrates an openness and a neutral tone. The tone is important because it can either put people off & make them defensive or it can make them relaxed and explain their rationale for an idea or a course of action.<\/p>\n\n\n\n
From the above, it follows that there is a big difference between \u201cquestioning\u201d and \u201casking questions\u201d.<\/p>\n\n\n\n
$\"image\"$ <\/figure>\n\n\n\n
In the work context, a manager who adopts an approach of \u201casking questions\u201d enables an environment where his reportees apply their mind to the situation at hand and exercise their best judgment on the right course of action.<\/p>\n\n\n\n
The manager can use questions to expand the reportee\u2019s thinking and make him aware of aspects he may not have thought of (instead of just instructing him what to do).<\/p>\n\n\n\n
Hence asking questions contributes to the reportee\u2019s overall development and ability to deal with situations with minimal oversight. Equally important, it enables greater responsibility on the part of the reportee so that the implementation aspects of his suggestions are fully owned by him.<\/p>\n\n\n\n
Through this, the manager\u2019s time is also freed up from routine oversight functions to take up important but not urgent tasks.<\/p>\n\n\n\n
In a highly dynamic world, the approach of \u201casking questions\u201d is not just \u201ca nice to have\u201d but an imperative to empower people and ensure that the organization as a whole responds fast to changes in the environment.<\/p>\n\n\n\n
\u201cAsking questions\u201d is an essential part of the tool set of a coach who may be the line manager himself. You consciously adopt the approach for improving the \u201cawareness\u201d of the coachee and therefore, open his mind to his perceptions & other possibilities and take \u201cresponsibility\u201d for the options for actions that he chooses.<\/p>\n\n\n\n
Finally, adopting the approach of \u201casking questions\u201d needs a complementing skill which is ACTIVE listening. A coach cannot sustain a session of asking questions without actually listening well, understanding and re-phrasing of what the coachee says.<\/p>\n\n\n\n
As with most things in life, practice makes perfect \u2013 it takes time and experience to hone the approach of asking questions and the skill of active listening. But they can indeed be developed for individual and organizational benefit. The time to start is NOW!<\/p>\n","post_title":"Questioning and Asking Questions - what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"questioning-and-asking-questions-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:02","post_modified_gmt":"2024-01-29 10:55:02","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1514","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1448,"post_author":"31","post_date":"2014-11-02 06:59:09","post_date_gmt":"2014-11-02 01:29:09","post_content":"\n
This article is part of the series on \u201cJourney of a coach\u201d covering my experiences as a performance coach. You may have the read an earlier article in the series on \u201cJourney of a coach \u2013 the beginning\u201d<\/a>. The journey continues here...<\/p>\n\n\n\n
Yogi Berra, New York Yankees baseball player (arguably the best catcher of all time) said, \u201cIn theory, there is no difference between theory & practice. But in practice, there is!\u201d So, this article is about the theory & practice of coaching for performance \u2013 not baseball players but people managing software projects.<\/p>\n\n\n\n
In my context, the \u201ctheory\u201d was mostly \u201cCoaching for Performance\u201d by John Whitmore (by the way, there is another article of mine on Whitmore<\/a> if you are interested). The \u201cpractice\u201d was, of course, my actual experiences over the years.<\/p>\n\n\n\n
A caveat \u2013 I am not here to debunk theory and hail practice - as a cardiac surgeon might! I have a great deal of respect for Whitmore\u2019s book on Coaching for Performance. The book provided a solid reference and a practical guide for my work as a coach all these years.<\/p>\n\n\n\n
However, I do have my own \u201cinterpretations\u201d and \u201cextensions\u201d of the theory in actual practice which I wish to share. I will use the diagram below which shows the context for coaching.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
You can see the \u201ccircles of influence\u201d around the coachee which would have a bearing on coaching and its effectiveness. We will cover each of these circles with examples. Note that the coach\u2019s experience, beliefs and perceptions are also significant in the context in addition to his skills for coaching.<\/p>\n\n\n\n
Circle #1: Are all situations \u201ccoaching situations\u201d?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The first circle of influence is the coaching situation faced by the coachee at work. For example, it could be that he is recently promoted and finds gaining acceptance in his team a challenge.<\/p>\n\n\n\n
The question is whether all such work situations are amenable for coaching - whether you are the manager of the coachee or an external coach. If you follow the \u201ctheory\u201d (that is Whitmore), a coaching style can become the default management style of the entire organization for all occasions.<\/p>\n\n\n\n
In other words, all manager-reportee interactions can naturally follow the coaching style \u2013 the manager following the sequence of helping his reportee to identify the goal he is seeking to achieve, assess the current state of affairs, consider the available options to achieve the goal and making the commitment-making to make it happen.<\/p>\n\n\n\n
That is all very well, but what if you are a commando fighting a guerrilla war in a jungle and see a metal tube from the foliage pointing at you. Your commander (\u201cmanager\u201d) is not going to coach you through the situation, is he?<\/p>\n\n\n\n
There are also other equivalent (but less extreme) situations at work when time is of essence and all that the coachee needs is information or simple direction (like for example, how to balance staff loading in a project schedule).<\/p>\n\n\n\n
So, my interpretation of theory is that there is better pay-off of coaching in some situations than others. However, there are many, many work situations wherein the quality of work<\/b> or results<\/b> is very important, the learning<\/b> for the coachee very important and it is not an emergency<\/b>. Coaching is very relevant in those cases.<\/p>\n\n\n\n
Circle #2: Are people always receptive to coaching?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The next circle of influence is relating to how receptive people are to coaching even if their work situation was amenable for it.<\/p>\n\n\n\n
Are they motivated enough to become more aware<\/b> and take responsibility<\/b> by themselves and not just because their employer has enrolled them in a training & coaching program?<\/p>\n\n\n\n
Maslow\u2019s theory is that motivation is linked to the stage an individual is at in a hierarchy of needs (see diagram below from Whitmore\u2019s Coaching for Performance). Note that Whitmore has split Maslow\u2019s Esteem stage into two \u2013 Esteem from others and Self-esteem.<\/p>\n\n\n\n
At the stage of Esteem from others, one is looking \u201cexternal\u201d recognition and prestige as motivators. At the stage of Self-esteem, external motivators tend to become less important. More important is the need to make a difference and being empowered to do so enhancing self-esteem. This self-esteem stage is where coaching makes the biggest impact for personal growth.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
Source: Coaching for Performance by John Whitmore<\/i><\/p>\n\n\n\n
There are a few more \u201ccircles\u201d to cover which we will in Part II of the article.<\/p>\n\n\n\n
Till then...<\/p>\n","post_title":"Journey of a coach - theory & practice (Part I)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-i","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:34","post_modified_gmt":"2024-01-29 10:55:34","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1521,"post_author":"26","post_date":"2014-10-30 10:57:02","post_date_gmt":"2014-10-30 05:27:02","post_content":"\n
$\"Network_whenhow2\"$ <\/a><\/figure>\n\n\n\n
One is never without a network and if you are reading this - it may be more to know how to grow it and\/or to overcome obstacles, often due to one's level comfort with so called \"networking\".<\/p>\n\n\n\n
If you look at how you:<\/p>\n\n\n\n
\n
got the opportunity to work in your current position<\/li>\n\n\n\n
got into your college\/school<\/li>\n\n\n\n
got your house on rent or bought your apartment<\/li>\n<\/ul>\n\n\n\n
you will see that a network - formal, informal or virtual (internet based) was at play.<\/p>\n\n\n\n
I will focus on growing your professional network and a few simple steps for it and not delve into specifics of social media, as all of you would be familiar with it.<\/p>\n\n\n\n
First, start with your existing network - which will be your current and past colleagues, your college and school alumni, friends and family. See that you stay in touch with them, by meeting them up or electronically, if you are not in touch start right away. Sending greetings for important occasions, festivals and events is a good way to start. Make it a point to call a few of them over the commute\/ weekends and work on the complete list slowly and steadily, start at top the list again once you complete it.<\/p>\n\n\n\n
What if you need to ask for a reference or a favor from a person with whom you are not in regular touch. The best way to is to be honest, there is no point in coming up with a phony reason to get in touch with them and ask for what you want. Your honesty will be appreciated, after that do thank them and make an effort to stay in touch with them. See that your nurture this set of contacts where you have already made a start.<\/p>\n\n\n\n
Once, when I was looking out for a job using my network, I made it a point to call and thank all those who forwarded my resume to their contacts and I sent a book as a gift to thank all those contacts whose help took me to the interview stage. I did it without any motive and what amazed me was the warmth from these contacts in all my future interactions.<\/p>\n\n\n\n
Second area to focus on are the professional events - there will be events where your technical or managerial domain will be the focus. You may be sponsored\/encouraged by your organizations to attend them, do not let is pass citing an excuse of being busy. Do make time to attend a few of them. If you find that you do not have this opportunity then see that you find such events and enroll yourself.<\/p>\n\n\n\n
In my experience these events certainly help you make a few contacts, you will always find a few persons whom you will find interesting and knowledgeable and connect effortlessly. The key is to nurture this - see that you follow-up with a mail and\/or a call.<\/p>\n\n\n\n
If you are the type who feels inhibited to make an opening, then do not worry. I was advised by one of my mentors to just listen and not worry about talking and enjoy being there. If you listen and observe intently you will find yourself talking soon. Your focus on the interactions and not on your perceived ability, does the trick. Try it a couple of times and see for yourself.<\/p>\n\n\n\n
Lastly, for anything to succeed one has to have the desire, then comes the effort and discipline for achieving it. A small progress or a step with positive result, is the best encouragement for you to strive towards your goals. Do ponder on your actions and results to stay focused on continuing to do this.<\/p>\n\n\n\n
One related question I hear from many of my coachees is \"visibility\" within the organization. More on that in a later post.<\/p>\n","post_title":"Networking - when and how to begin?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"networking-when-and-how-to-begin","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:58","post_modified_gmt":"2024-01-29 14:50:58","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1521","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1517,"post_author":"30","post_date":"2014-10-29 09:30:26","post_date_gmt":"2014-10-29 04:00:26","post_content":"\n
$\"sell-it\"$ <\/a><\/figure>\n\n\n\n
As a child, I used to come up with various ideas for almost anything, and ask for Rs. 1000\/- per idea. Being a child, nobody would want to pay money, that too a thousand Rupees \u2013 but, I would get something else as an appreciation for my efforts. A toffee, a cone ice cream etc.<\/p>\n\n\n\n
Further on, when I used to be active in small groups, selling was more of ideas and to get the team to converge on something, that the group can take as an action.<\/p>\n\n\n\n
As a team leader, I needed to sell the vision of the project to the team, to get everybody\u2019s buy in.<\/p>\n\n\n\n
More recently, I have been in contact with many aspiring and active entrepreneurs. Selling is something that they do with every breath.<\/p>\n\n\n\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

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\n
<\/p>\n\n\n\n
The team will be scrambling to wrap up the work and close all stories to meet the sprint commitment made, the sprint will be kept open till the the very end and at times a few hours into the next sprint. The Sprint Planning for next sprint has to start, the Sprint Review needs to happen for stories to be closed, where is the time for retrospective? Can it be done next time?<\/p>\n\n\n\n
At times they combine Retrospective and Sprint Planning, which results in speeding through the retrospective and getting quickly into the planning. Add to this the different locations and time zones of the PO and Scrum Team. The retrospective at times is scheduled after Sprint Planning, which is anyway better than not having it at all.<\/p>\n\n\n\n
So here is how it goes, the three questions are asked, inputs collated and a mail sent to all stakeholders and the collated inputs made available in a common area. Very less focus on listening to each other and trying to resolve issues.<\/p>\n\n\n\n
The way I deal with this is that I share with the Scrum Master and team on how an ideal Retrospective should proceed and leave it to them to get close to it:
- Use post-its to capture what went well, stick on board, have one of team read all of it. Clarify any point that is not clear,
- Same for what did not go well,
- Same for what they would start to do,
- At this juncture prioritize the start to do\/action items and brainstorm, starting from top till the time runs out.<\/p>\n\n\n\n
This has worked well, teams typically identify one to three items and come up with reasonable details for implementing them. If required I remind them of these mid sprint, some steps are taken and progress made, this helps in them getting into the habit of doing retrospectives regularly.<\/p>\n\n\n\n
One more point to note is that a problem that seems \u201ca way of life\u201d, at end of first sprint may get some solutions, in the subsequent sprint. My reading of this is that the problem when noted first is annoying and frustrating, team is mentally tired to work on it. But when the same problem surfaces again, they are able to come up with a solution, as the frustration is vented in past.<\/p>\n\n\n\n
Let me share one example. This is to do with a scarce DBA resource causing stories to be re-opened due to delayed inputs\/review. At the end of first sprint they made note of this issue and came out strongly on \u201cthis how it is going to be\u201d, \u201cwe have escalated enough already in past\u201d. The issue surfaced again in next sprint, as it was discussed before, the emotions were in check. One of team suggested that we use the grooming pattern, i.e., plan\/do in advance. They figured out a way to deal with it.<\/p>\n\n\n\n
Another oft repeating issue is the frustration of not being able to close a story, because just the show and tell (demo) could not happen, or a build and test in correct environment was not completed due to big queue in CM. The team argues for closing the story, they feel that they are loosing story points for no fault of theirs. Here as a coach, one has to reinforce the concept of \u201cDone\u201d and revisit the concept of \u201cVelocity\u201d.<\/p>\n","post_title":"Initial coaching interventions for Retrospectives","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"initial-coaching-interventions-for-retrospectives","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:04","post_modified_gmt":"2024-01-29 14:50:04","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3343","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3339,"post_author":"26","post_date":"2015-04-11 09:33:55","post_date_gmt":"2015-04-11 04:03:55","post_content":"\n
Teams new to Scrum have a product backlog. The backlog will be groomed to some degree, typically have clarity for up to one to two sprints. The priority will be clear, with fair amount of detail on the requirements. The estimates may be present, it could be story points or a masked form of an effort estimate.<\/p>\n\n\n\n
The Product Owner (PO), who is not co-located in most of the teams will participate in Sprint Planning and along with the Scrum Master and team pick a set of stories to be done in the Sprint. After this the team jumps into doing the work. Detailed Sprint Planning is given a miss as PO will not be available for the entire duration and the team reluctant to do task based estimate for variety of reasons, if they do it is done by a few senior members of the team.<\/p>\n\n\n\n
This is where the first intervention from coach is needed, coax them to do detailed planning i.e., break down the stories into tasks and corresponding effort estimates. Insist that the entire team be involved and ensure that they balance the work they are taking up with the capacity the team has. Here is where they get to see one of the characteristics of Scrum \u2013 uncovering the problems at the earliest, and as a coach one should ensure that they become aware of it.<\/p>\n\n\n\n
$\"Sprint_Plan_1\"$ <\/figure>\n\n\n\n
Few things they discover:
- there may not be enough Analysis\/Dev\/DBA\/QA capacity in the team
- some of the team may not be fully utilized
- as they break down stories to tasks they realize that some stories cannot be completed, due to external dependencies, that is unlikely to be fulfilled.
- they may require more information from the PO.
- lastly the entire team gains an understanding what is planned to be accomplished.<\/p>\n\n\n\n
And it is interesting to see how they work around this:
- make use of team members not fully utilized to accomplish some of the tasks.
- the above at times involves redistributing the work, so that team members volunteering outside their domain, can take up relatively simpler tasks.
- go back to PO\/stakeholders and try to get the dependencies resolved or pick another story, this one requires a push from coach.
- get clarity on requirements from PO, this has to happen the next day.
- re-adjust the sprint backlog taking the above into account.<\/p>\n\n\n\n
$\"Sprint_Plan_2\"$ <\/figure>\n\n\n\n
At times guidelines are adhered to, planning sessions is time-boxed, they assume that all planning needs to happen in one sitting. Here is where, as a coach, one has to make them see the \"why\" behind a particular step, \"what\" outcome is desired? The outcome of having a proper Sprint Plan is more important than accomplishing it a single time-boxed session.<\/p>\n\n\n\n
As they complete this they realize that in past sprints, they grappled with these issues, towards the end of the sprint. Now they have ample time to cope with it \u2013 the benefit of Scrum uncovering problems earlier is leveraged.<\/p>\n\n\n\n
There is reluctance to do task effort estimates. In the traditional planning task estimates are done for entire project even with some requirements not being clear. This would have resulted in lot of waste, this coupled with notion that agile means no planning is the major cause of the reluctance. As a coach, one needs to highlight that there is better clarity on requirements and it is being done for just a sprint, so there is no waste. The reluctance is also due to lack of understanding of the difference between story point, size and effort estimates, this needs to be addressed.<\/p>\n\n\n\n
At this juncture the team is ready to make and take on the commitment with higher confidence. You can see the related blog on retrospectives.<\/p>\n","post_title":"Initial coaching interventions for Sprint Planning","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"initial-coaching-interventions-for-sprint-planning","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:24","post_modified_gmt":"2024-01-29 14:50:24","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3339","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1519,"post_author":"33","post_date":"2014-11-09 12:15:54","post_date_gmt":"2014-11-09 06:45:54","post_content":"\n
$\"\"\/$ <\/figure>\n\n\n\n
  <\/p>\n\n\n\n
Leaders have only two jobs:<\/p>\n\n\n\n
1) Getting work done<\/p>\n\n\n\n
2) Growing the people<\/p>\n\n\n\n
Coaching as a leadership\/management style achieves both.<\/p>\n\n\n\n
With Command & Control approach, managers may get the work done in the short term, by force. But that might have negative impacts on the team in terms of :<\/p>\n\n\n\n
- Lack of ownership<\/p>\n\n\n\n
- Low motivation<\/p>\n\n\n\n
- Poor quality output<\/p>\n\n\n\n
- Low productivity<\/p>\n\n\n\n
- Missed schedules etc.<\/p>\n\n\n\n
Command & Control might also impact development of team members negatively. Teams might wait for manager to give instruction. They might hesitate to take initiative as it might get overruled by the manager. They might stop thinking new & innovative ideas as the manager will always tell them what to do.<\/p>\n\n\n\n
On the other hand, with Coaching as the leadership style, managers will empower the team members to come out with new ideas, solutions and encourage them to implement them. They will help the team members to discover their strengths by asking questions & challenging them. This builds motivation and ownership in the team members.<\/p>\n\n\n\n
Having said that, there are situations where Managers need to use command & control approaches. For example, in a fire fighting situation where extremely quick response in needed. There will be a need for different approaches for different team members \u2013 someone may need more directive input & constant oversight and someone may need a lot of freedom.<\/p>\n\n\n\n
A good leader is one who has high self awareness, self-regulation, self-motivation and empathy through which he\/she can sense and respond differently, in a conscious way, to different situations & different people.<\/p>\n\n\n\n
However, to be a good Leader, coaching way of management style should be the most natural approach and command & control should be the exception.<\/p>\n","post_title":"Coaching vs Command & Control style of Management","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"coaching-vs-command-control-style-of-management","to_ping":"","pinged":"","post_modified":"2024-01-29 15:34:20","post_modified_gmt":"2024-01-29 15:34:20","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1519","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1456,"post_author":"31","post_date":"2014-11-09 12:15:37","post_date_gmt":"2014-11-09 06:45:37","post_content":"\n
In an earlier article \u201cJourney of a coach \u2013 theory & practice (Part I)<\/a>, we introduced the \u201ccircles of influence\u201d which form the context (see diagram below) for coaching process.<\/p>\n\n\n\n
$\"image\"$ <\/a> The circles in the diagram above have a significant bearing on coaching effectiveness and need to be addressed by the coach using the theory of coaching (such as Whitmore\u2019s book on \u201cCoaching for Performance\u201d). In the case of some circles, the theory may \u201cend\u201d at some point and the coach will have \u201cinterpret\u201d and \u201cextend\u201d it for the specific coachee situation at hand.<\/p>\n\n\n\n
We covered the following in Part I of this article:<\/p>\n\n\n\n
\u00b7 Circle #1: Are all situations \u201ccoaching situations\u201d?<\/p>\n\n\n\n
\u00b7 Circle #2: Are people always receptive to coaching?<\/p>\n\n\n\n
In this Part II, we will cover the two remaining circles.<\/p>\n\n\n\n
Circle #3: Are coaches sometimes helpless?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
Circle #3 above regarding \u201cbeliefs, perceptions and personal circumstances\u201d can actually be quite a hard shell hindering coaching progress. But it is often an invisible hard shell because people will share only so much of their innermost beliefs and personal circumstances even though they are impacting their work performance. Coaches make chance discoveries of this shell in the Reality check part (that is, the current state of affairs that needs to improve to meet the Goal) of the Goal-Reality-Options-Will (GROW) model of Whitmore. Here are examples:<\/p>\n\n\n\n
\u00b7 A coachee once candidly admitted that he was himself the reason for his declining performance at work. The reason was that his family was going through his sister\u2019s painful divorce in the US and her life coming back to India. He just could not go about work as usual<\/p>\n\n\n\n
\u00b7 A second coachee had a lot of issues with his manager. He felt that the manager\u2019s lack of domain knowledge resulted in his not realizing & recognizing the value of the coachee\u2019s work. In addition, the coachee seemed to indicate that lack of recognition of his work had to do with his belonging to a minority religious community in India<\/p>\n\n\n\n
\u00b7 Yet another coachee told my colleague (also a Performance Coach) that her problems arose because her boss was an inveterate woman-hater<\/p>\n\n\n\n
These are situations of tight-rope walking for a performance coach! In situations of personal crisis, the coach may only help by sympathetic and patient listening. This may help the coachee more than one would think \u2013 just getting the problem \u201coff his chest\u201d often helps and relieves stress. Being less stressed, he may be able to come to grips with his personal predicament and deal with it better. However, coachee\u2019s entrenched beliefs on, say, religion and gender can be very challenging for the coach to deal with. Some deep-rooted beliefs may indicate pathology needing help from a trained therapist \u2013 far beyond the scope of performance coaching and the ability of the coach.<\/p>\n\n\n\n
Circle #4: Is the coachee\u2019s work environment conducive?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The last circle of influence is the coachee\u2019s work. Sometimes, people have told me that they are \u201cstuck\u201d in positions \u2013 say, \u201croutine\u201d software bug fixing and maintenance where there is really no scope for \u201clearning, enjoyment and fulfillment\u201d (you may like to read My Team is not motivated!!!<\/a> by my colleague Prasanna Moses on this). Most of us would agree that there is far less drudgery at work in today\u2019s knowledge-centric world than even just 30 years ago. We would also agree that there is no such thing as 100% \u201csexy\u201d work (unless of course, you are doing breakthrough work of your calling \u2013 say, in quantum computing). So, when coachees complain about their current work\/role and the lack of sexiness thereof, I ask them questions about what makes it boring, what they can do about it and so on \u2013 hopefully making them better aware of interesting possibilities in what they were doing. In some cases, people have hinted to me that they are considering quitting their \u201cboring\u201d job and looking for a reaction. Under such circumstances, to be fair to the coachee and to the coachee\u2019s employer (who is paying my fees!), I would say the best option is to ask the coachee questions exploring his rationale for leaving (without being judgmental on whether it is right or wrong) \u2013 like what does he think leaving the job will achieve, how will it get him closer to his goals, how is he sure that the same problems would not repeat themselves in the new organization and so on. The ultimate decision should be the coachee\u2019s based on introspection triggered by your questions. He may still choose to quit \u2013 but that is another matter! As far as you are concerned as a coach, you have played it fair & square. It is not unthinkable that you as the coach may actually agree with his rationale for seeking another job!<\/p>\n\n\n\n
A related aspect is also the organizational environment in which the coachee works \u2013 over & above his immediate work\/role discussed above. In sports coaching, the strong individual motivation is a given and the coachee has a great deal of control over what he can and cannot do to enhance his performance. The circumstances for software project managers are different. Their GROW model is in the context of an organization with its culture, policies, processes and so on. As a coach, I have encountered some real challenges here \u2013 the Project Manager may be aspiring to do something of value in his project but his line management and work environment may not be supportive. Some organizational policies can be insensitive to people and even draconian. In one software development organization, if project team members logged in less than 40 hours per week of approved work, there would be automatic cuts in their pay while the significant additional work needed at other times went scarcely noticed! How can one be expected to learn and enjoy their work in such an environment? In such cases, we do bring it up with the line management for addressing them and offer our help as well. To be honest, it worked sometimes and it did not in as many cases.<\/p>\n\n\n\n
In summary, as a practicing coach, you are bound to run into situations like the ones above which make you stop and ponder as to what extent theory can lead practice! You may need to introspect and think of newer ways of extending \u201ctheory\u201d or just use good old common sense and move on! At PM Power, we have the coaches\u2019 conclave where these situations are discussed to see how best to help the coachee considering all the circles of influence. It has significantly helped our coaches in specific situations and in honing their coaching skills in general.<\/p>\n\n\n\n
We invite you to share your coaching experiences (as a coach or a coachee) and we would be happy to share our perspectives which may be of help. You may reach us at info@pm-powerconsulting.com.<\/p>\n","post_title":"Journey of a coach - theory & practice (Part II)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-ii","to_ping":"","pinged":"","post_modified":"2024-01-29 10:54:32","post_modified_gmt":"2024-01-29 10:54:32","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1456","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1514,"post_author":"31","post_date":"2014-11-02 12:24:22","post_date_gmt":"2014-11-02 06:54:22","post_content":"\n
A speaker finishes a great speech \u2013 at least, HE thinks it is great! He then asks, \u201cAny questions?\u201d What does he expect? If I were him, I would expect the audience to demonstrate a level of understanding of what the speech was all about and ask meaningful questions - clarifying the ground covered and even extending from there.<\/p>\n\n\n\n
These are situations where one actually wants to be questioned to get a sense a satisfaction that the effort (the speech, in this case) has been worthwhile. But there are other situations where being questioned has a very negative connotation. It implies questioning the ability of the person being questioned or the work that he has done.<\/p>\n\n\n\n
The important thing is that the intent of questioning should be to seek understanding rather than putting down someone. Hence, even the tone of questioning is very important. Consider the difference between, \u201cWhy did you do THAT?\u201d and \u201cWhat are your reasons for doing THAT?\u201d<\/p>\n\n\n\n
The tone of the former question is judgmental while the same question asked differently demonstrates an openness and a neutral tone. The tone is important because it can either put people off & make them defensive or it can make them relaxed and explain their rationale for an idea or a course of action.<\/p>\n\n\n\n
From the above, it follows that there is a big difference between \u201cquestioning\u201d and \u201casking questions\u201d.<\/p>\n\n\n\n
$\"image\"$ <\/figure>\n\n\n\n
In the work context, a manager who adopts an approach of \u201casking questions\u201d enables an environment where his reportees apply their mind to the situation at hand and exercise their best judgment on the right course of action.<\/p>\n\n\n\n
The manager can use questions to expand the reportee\u2019s thinking and make him aware of aspects he may not have thought of (instead of just instructing him what to do).<\/p>\n\n\n\n
Hence asking questions contributes to the reportee\u2019s overall development and ability to deal with situations with minimal oversight. Equally important, it enables greater responsibility on the part of the reportee so that the implementation aspects of his suggestions are fully owned by him.<\/p>\n\n\n\n
Through this, the manager\u2019s time is also freed up from routine oversight functions to take up important but not urgent tasks.<\/p>\n\n\n\n
In a highly dynamic world, the approach of \u201casking questions\u201d is not just \u201ca nice to have\u201d but an imperative to empower people and ensure that the organization as a whole responds fast to changes in the environment.<\/p>\n\n\n\n
\u201cAsking questions\u201d is an essential part of the tool set of a coach who may be the line manager himself. You consciously adopt the approach for improving the \u201cawareness\u201d of the coachee and therefore, open his mind to his perceptions & other possibilities and take \u201cresponsibility\u201d for the options for actions that he chooses.<\/p>\n\n\n\n
Finally, adopting the approach of \u201casking questions\u201d needs a complementing skill which is ACTIVE listening. A coach cannot sustain a session of asking questions without actually listening well, understanding and re-phrasing of what the coachee says.<\/p>\n\n\n\n
As with most things in life, practice makes perfect \u2013 it takes time and experience to hone the approach of asking questions and the skill of active listening. But they can indeed be developed for individual and organizational benefit. The time to start is NOW!<\/p>\n","post_title":"Questioning and Asking Questions - what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"questioning-and-asking-questions-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:02","post_modified_gmt":"2024-01-29 10:55:02","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1514","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1448,"post_author":"31","post_date":"2014-11-02 06:59:09","post_date_gmt":"2014-11-02 01:29:09","post_content":"\n
This article is part of the series on \u201cJourney of a coach\u201d covering my experiences as a performance coach. You may have the read an earlier article in the series on \u201cJourney of a coach \u2013 the beginning\u201d<\/a>. The journey continues here...<\/p>\n\n\n\n
Yogi Berra, New York Yankees baseball player (arguably the best catcher of all time) said, \u201cIn theory, there is no difference between theory & practice. But in practice, there is!\u201d So, this article is about the theory & practice of coaching for performance \u2013 not baseball players but people managing software projects.<\/p>\n\n\n\n
In my context, the \u201ctheory\u201d was mostly \u201cCoaching for Performance\u201d by John Whitmore (by the way, there is another article of mine on Whitmore<\/a> if you are interested). The \u201cpractice\u201d was, of course, my actual experiences over the years.<\/p>\n\n\n\n
A caveat \u2013 I am not here to debunk theory and hail practice - as a cardiac surgeon might! I have a great deal of respect for Whitmore\u2019s book on Coaching for Performance. The book provided a solid reference and a practical guide for my work as a coach all these years.<\/p>\n\n\n\n
However, I do have my own \u201cinterpretations\u201d and \u201cextensions\u201d of the theory in actual practice which I wish to share. I will use the diagram below which shows the context for coaching.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
You can see the \u201ccircles of influence\u201d around the coachee which would have a bearing on coaching and its effectiveness. We will cover each of these circles with examples. Note that the coach\u2019s experience, beliefs and perceptions are also significant in the context in addition to his skills for coaching.<\/p>\n\n\n\n
Circle #1: Are all situations \u201ccoaching situations\u201d?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The first circle of influence is the coaching situation faced by the coachee at work. For example, it could be that he is recently promoted and finds gaining acceptance in his team a challenge.<\/p>\n\n\n\n
The question is whether all such work situations are amenable for coaching - whether you are the manager of the coachee or an external coach. If you follow the \u201ctheory\u201d (that is Whitmore), a coaching style can become the default management style of the entire organization for all occasions.<\/p>\n\n\n\n
In other words, all manager-reportee interactions can naturally follow the coaching style \u2013 the manager following the sequence of helping his reportee to identify the goal he is seeking to achieve, assess the current state of affairs, consider the available options to achieve the goal and making the commitment-making to make it happen.<\/p>\n\n\n\n
That is all very well, but what if you are a commando fighting a guerrilla war in a jungle and see a metal tube from the foliage pointing at you. Your commander (\u201cmanager\u201d) is not going to coach you through the situation, is he?<\/p>\n\n\n\n
There are also other equivalent (but less extreme) situations at work when time is of essence and all that the coachee needs is information or simple direction (like for example, how to balance staff loading in a project schedule).<\/p>\n\n\n\n
So, my interpretation of theory is that there is better pay-off of coaching in some situations than others. However, there are many, many work situations wherein the quality of work<\/b> or results<\/b> is very important, the learning<\/b> for the coachee very important and it is not an emergency<\/b>. Coaching is very relevant in those cases.<\/p>\n\n\n\n
Circle #2: Are people always receptive to coaching?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The next circle of influence is relating to how receptive people are to coaching even if their work situation was amenable for it.<\/p>\n\n\n\n
Are they motivated enough to become more aware<\/b> and take responsibility<\/b> by themselves and not just because their employer has enrolled them in a training & coaching program?<\/p>\n\n\n\n
Maslow\u2019s theory is that motivation is linked to the stage an individual is at in a hierarchy of needs (see diagram below from Whitmore\u2019s Coaching for Performance). Note that Whitmore has split Maslow\u2019s Esteem stage into two \u2013 Esteem from others and Self-esteem.<\/p>\n\n\n\n
At the stage of Esteem from others, one is looking \u201cexternal\u201d recognition and prestige as motivators. At the stage of Self-esteem, external motivators tend to become less important. More important is the need to make a difference and being empowered to do so enhancing self-esteem. This self-esteem stage is where coaching makes the biggest impact for personal growth.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
Source: Coaching for Performance by John Whitmore<\/i><\/p>\n\n\n\n
There are a few more \u201ccircles\u201d to cover which we will in Part II of the article.<\/p>\n\n\n\n
Till then...<\/p>\n","post_title":"Journey of a coach - theory & practice (Part I)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-i","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:34","post_modified_gmt":"2024-01-29 10:55:34","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1521,"post_author":"26","post_date":"2014-10-30 10:57:02","post_date_gmt":"2014-10-30 05:27:02","post_content":"\n
$\"Network_whenhow2\"$ <\/a><\/figure>\n\n\n\n
One is never without a network and if you are reading this - it may be more to know how to grow it and\/or to overcome obstacles, often due to one's level comfort with so called \"networking\".<\/p>\n\n\n\n
If you look at how you:<\/p>\n\n\n\n
\n
got the opportunity to work in your current position<\/li>\n\n\n\n
got into your college\/school<\/li>\n\n\n\n
got your house on rent or bought your apartment<\/li>\n<\/ul>\n\n\n\n
you will see that a network - formal, informal or virtual (internet based) was at play.<\/p>\n\n\n\n
I will focus on growing your professional network and a few simple steps for it and not delve into specifics of social media, as all of you would be familiar with it.<\/p>\n\n\n\n
First, start with your existing network - which will be your current and past colleagues, your college and school alumni, friends and family. See that you stay in touch with them, by meeting them up or electronically, if you are not in touch start right away. Sending greetings for important occasions, festivals and events is a good way to start. Make it a point to call a few of them over the commute\/ weekends and work on the complete list slowly and steadily, start at top the list again once you complete it.<\/p>\n\n\n\n
What if you need to ask for a reference or a favor from a person with whom you are not in regular touch. The best way to is to be honest, there is no point in coming up with a phony reason to get in touch with them and ask for what you want. Your honesty will be appreciated, after that do thank them and make an effort to stay in touch with them. See that your nurture this set of contacts where you have already made a start.<\/p>\n\n\n\n
Once, when I was looking out for a job using my network, I made it a point to call and thank all those who forwarded my resume to their contacts and I sent a book as a gift to thank all those contacts whose help took me to the interview stage. I did it without any motive and what amazed me was the warmth from these contacts in all my future interactions.<\/p>\n\n\n\n
Second area to focus on are the professional events - there will be events where your technical or managerial domain will be the focus. You may be sponsored\/encouraged by your organizations to attend them, do not let is pass citing an excuse of being busy. Do make time to attend a few of them. If you find that you do not have this opportunity then see that you find such events and enroll yourself.<\/p>\n\n\n\n
In my experience these events certainly help you make a few contacts, you will always find a few persons whom you will find interesting and knowledgeable and connect effortlessly. The key is to nurture this - see that you follow-up with a mail and\/or a call.<\/p>\n\n\n\n
If you are the type who feels inhibited to make an opening, then do not worry. I was advised by one of my mentors to just listen and not worry about talking and enjoy being there. If you listen and observe intently you will find yourself talking soon. Your focus on the interactions and not on your perceived ability, does the trick. Try it a couple of times and see for yourself.<\/p>\n\n\n\n
Lastly, for anything to succeed one has to have the desire, then comes the effort and discipline for achieving it. A small progress or a step with positive result, is the best encouragement for you to strive towards your goals. Do ponder on your actions and results to stay focused on continuing to do this.<\/p>\n\n\n\n
One related question I hear from many of my coachees is \"visibility\" within the organization. More on that in a later post.<\/p>\n","post_title":"Networking - when and how to begin?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"networking-when-and-how-to-begin","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:58","post_modified_gmt":"2024-01-29 14:50:58","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1521","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1517,"post_author":"30","post_date":"2014-10-29 09:30:26","post_date_gmt":"2014-10-29 04:00:26","post_content":"\n
$\"sell-it\"$ <\/a><\/figure>\n\n\n\n
As a child, I used to come up with various ideas for almost anything, and ask for Rs. 1000\/- per idea. Being a child, nobody would want to pay money, that too a thousand Rupees \u2013 but, I would get something else as an appreciation for my efforts. A toffee, a cone ice cream etc.<\/p>\n\n\n\n
Further on, when I used to be active in small groups, selling was more of ideas and to get the team to converge on something, that the group can take as an action.<\/p>\n\n\n\n
As a team leader, I needed to sell the vision of the project to the team, to get everybody\u2019s buy in.<\/p>\n\n\n\n
More recently, I have been in contact with many aspiring and active entrepreneurs. Selling is something that they do with every breath.<\/p>\n\n\n\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 10 of 12 Previous 1 … 9 10 11 12 Next

\n
$\"lookingback\"$ <\/figure>\n\n\n\n
<\/p>\n\n\n\n
The team will be scrambling to wrap up the work and close all stories to meet the sprint commitment made, the sprint will be kept open till the the very end and at times a few hours into the next sprint. The Sprint Planning for next sprint has to start, the Sprint Review needs to happen for stories to be closed, where is the time for retrospective? Can it be done next time?<\/p>\n\n\n\n
At times they combine Retrospective and Sprint Planning, which results in speeding through the retrospective and getting quickly into the planning. Add to this the different locations and time zones of the PO and Scrum Team. The retrospective at times is scheduled after Sprint Planning, which is anyway better than not having it at all.<\/p>\n\n\n\n
So here is how it goes, the three questions are asked, inputs collated and a mail sent to all stakeholders and the collated inputs made available in a common area. Very less focus on listening to each other and trying to resolve issues.<\/p>\n\n\n\n
The way I deal with this is that I share with the Scrum Master and team on how an ideal Retrospective should proceed and leave it to them to get close to it:
- Use post-its to capture what went well, stick on board, have one of team read all of it. Clarify any point that is not clear,
- Same for what did not go well,
- Same for what they would start to do,
- At this juncture prioritize the start to do\/action items and brainstorm, starting from top till the time runs out.<\/p>\n\n\n\n
This has worked well, teams typically identify one to three items and come up with reasonable details for implementing them. If required I remind them of these mid sprint, some steps are taken and progress made, this helps in them getting into the habit of doing retrospectives regularly.<\/p>\n\n\n\n
One more point to note is that a problem that seems \u201ca way of life\u201d, at end of first sprint may get some solutions, in the subsequent sprint. My reading of this is that the problem when noted first is annoying and frustrating, team is mentally tired to work on it. But when the same problem surfaces again, they are able to come up with a solution, as the frustration is vented in past.<\/p>\n\n\n\n
Let me share one example. This is to do with a scarce DBA resource causing stories to be re-opened due to delayed inputs\/review. At the end of first sprint they made note of this issue and came out strongly on \u201cthis how it is going to be\u201d, \u201cwe have escalated enough already in past\u201d. The issue surfaced again in next sprint, as it was discussed before, the emotions were in check. One of team suggested that we use the grooming pattern, i.e., plan\/do in advance. They figured out a way to deal with it.<\/p>\n\n\n\n
Another oft repeating issue is the frustration of not being able to close a story, because just the show and tell (demo) could not happen, or a build and test in correct environment was not completed due to big queue in CM. The team argues for closing the story, they feel that they are loosing story points for no fault of theirs. Here as a coach, one has to reinforce the concept of \u201cDone\u201d and revisit the concept of \u201cVelocity\u201d.<\/p>\n","post_title":"Initial coaching interventions for Retrospectives","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"initial-coaching-interventions-for-retrospectives","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:04","post_modified_gmt":"2024-01-29 14:50:04","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3343","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3339,"post_author":"26","post_date":"2015-04-11 09:33:55","post_date_gmt":"2015-04-11 04:03:55","post_content":"\n
Teams new to Scrum have a product backlog. The backlog will be groomed to some degree, typically have clarity for up to one to two sprints. The priority will be clear, with fair amount of detail on the requirements. The estimates may be present, it could be story points or a masked form of an effort estimate.<\/p>\n\n\n\n
The Product Owner (PO), who is not co-located in most of the teams will participate in Sprint Planning and along with the Scrum Master and team pick a set of stories to be done in the Sprint. After this the team jumps into doing the work. Detailed Sprint Planning is given a miss as PO will not be available for the entire duration and the team reluctant to do task based estimate for variety of reasons, if they do it is done by a few senior members of the team.<\/p>\n\n\n\n
This is where the first intervention from coach is needed, coax them to do detailed planning i.e., break down the stories into tasks and corresponding effort estimates. Insist that the entire team be involved and ensure that they balance the work they are taking up with the capacity the team has. Here is where they get to see one of the characteristics of Scrum \u2013 uncovering the problems at the earliest, and as a coach one should ensure that they become aware of it.<\/p>\n\n\n\n
$\"Sprint_Plan_1\"$ <\/figure>\n\n\n\n
Few things they discover:
- there may not be enough Analysis\/Dev\/DBA\/QA capacity in the team
- some of the team may not be fully utilized
- as they break down stories to tasks they realize that some stories cannot be completed, due to external dependencies, that is unlikely to be fulfilled.
- they may require more information from the PO.
- lastly the entire team gains an understanding what is planned to be accomplished.<\/p>\n\n\n\n
And it is interesting to see how they work around this:
- make use of team members not fully utilized to accomplish some of the tasks.
- the above at times involves redistributing the work, so that team members volunteering outside their domain, can take up relatively simpler tasks.
- go back to PO\/stakeholders and try to get the dependencies resolved or pick another story, this one requires a push from coach.
- get clarity on requirements from PO, this has to happen the next day.
- re-adjust the sprint backlog taking the above into account.<\/p>\n\n\n\n
$\"Sprint_Plan_2\"$ <\/figure>\n\n\n\n
At times guidelines are adhered to, planning sessions is time-boxed, they assume that all planning needs to happen in one sitting. Here is where, as a coach, one has to make them see the \"why\" behind a particular step, \"what\" outcome is desired? The outcome of having a proper Sprint Plan is more important than accomplishing it a single time-boxed session.<\/p>\n\n\n\n
As they complete this they realize that in past sprints, they grappled with these issues, towards the end of the sprint. Now they have ample time to cope with it \u2013 the benefit of Scrum uncovering problems earlier is leveraged.<\/p>\n\n\n\n
There is reluctance to do task effort estimates. In the traditional planning task estimates are done for entire project even with some requirements not being clear. This would have resulted in lot of waste, this coupled with notion that agile means no planning is the major cause of the reluctance. As a coach, one needs to highlight that there is better clarity on requirements and it is being done for just a sprint, so there is no waste. The reluctance is also due to lack of understanding of the difference between story point, size and effort estimates, this needs to be addressed.<\/p>\n\n\n\n
At this juncture the team is ready to make and take on the commitment with higher confidence. You can see the related blog on retrospectives.<\/p>\n","post_title":"Initial coaching interventions for Sprint Planning","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"initial-coaching-interventions-for-sprint-planning","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:24","post_modified_gmt":"2024-01-29 14:50:24","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3339","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1519,"post_author":"33","post_date":"2014-11-09 12:15:54","post_date_gmt":"2014-11-09 06:45:54","post_content":"\n
$\"\"\/$ <\/figure>\n\n\n\n
  <\/p>\n\n\n\n
Leaders have only two jobs:<\/p>\n\n\n\n
1) Getting work done<\/p>\n\n\n\n
2) Growing the people<\/p>\n\n\n\n
Coaching as a leadership\/management style achieves both.<\/p>\n\n\n\n
With Command & Control approach, managers may get the work done in the short term, by force. But that might have negative impacts on the team in terms of :<\/p>\n\n\n\n
- Lack of ownership<\/p>\n\n\n\n
- Low motivation<\/p>\n\n\n\n
- Poor quality output<\/p>\n\n\n\n
- Low productivity<\/p>\n\n\n\n
- Missed schedules etc.<\/p>\n\n\n\n
Command & Control might also impact development of team members negatively. Teams might wait for manager to give instruction. They might hesitate to take initiative as it might get overruled by the manager. They might stop thinking new & innovative ideas as the manager will always tell them what to do.<\/p>\n\n\n\n
On the other hand, with Coaching as the leadership style, managers will empower the team members to come out with new ideas, solutions and encourage them to implement them. They will help the team members to discover their strengths by asking questions & challenging them. This builds motivation and ownership in the team members.<\/p>\n\n\n\n
Having said that, there are situations where Managers need to use command & control approaches. For example, in a fire fighting situation where extremely quick response in needed. There will be a need for different approaches for different team members \u2013 someone may need more directive input & constant oversight and someone may need a lot of freedom.<\/p>\n\n\n\n
A good leader is one who has high self awareness, self-regulation, self-motivation and empathy through which he\/she can sense and respond differently, in a conscious way, to different situations & different people.<\/p>\n\n\n\n
However, to be a good Leader, coaching way of management style should be the most natural approach and command & control should be the exception.<\/p>\n","post_title":"Coaching vs Command & Control style of Management","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"coaching-vs-command-control-style-of-management","to_ping":"","pinged":"","post_modified":"2024-01-29 15:34:20","post_modified_gmt":"2024-01-29 15:34:20","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1519","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1456,"post_author":"31","post_date":"2014-11-09 12:15:37","post_date_gmt":"2014-11-09 06:45:37","post_content":"\n
In an earlier article \u201cJourney of a coach \u2013 theory & practice (Part I)<\/a>, we introduced the \u201ccircles of influence\u201d which form the context (see diagram below) for coaching process.<\/p>\n\n\n\n
$\"image\"$ <\/a> The circles in the diagram above have a significant bearing on coaching effectiveness and need to be addressed by the coach using the theory of coaching (such as Whitmore\u2019s book on \u201cCoaching for Performance\u201d). In the case of some circles, the theory may \u201cend\u201d at some point and the coach will have \u201cinterpret\u201d and \u201cextend\u201d it for the specific coachee situation at hand.<\/p>\n\n\n\n
We covered the following in Part I of this article:<\/p>\n\n\n\n
\u00b7 Circle #1: Are all situations \u201ccoaching situations\u201d?<\/p>\n\n\n\n
\u00b7 Circle #2: Are people always receptive to coaching?<\/p>\n\n\n\n
In this Part II, we will cover the two remaining circles.<\/p>\n\n\n\n
Circle #3: Are coaches sometimes helpless?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
Circle #3 above regarding \u201cbeliefs, perceptions and personal circumstances\u201d can actually be quite a hard shell hindering coaching progress. But it is often an invisible hard shell because people will share only so much of their innermost beliefs and personal circumstances even though they are impacting their work performance. Coaches make chance discoveries of this shell in the Reality check part (that is, the current state of affairs that needs to improve to meet the Goal) of the Goal-Reality-Options-Will (GROW) model of Whitmore. Here are examples:<\/p>\n\n\n\n
\u00b7 A coachee once candidly admitted that he was himself the reason for his declining performance at work. The reason was that his family was going through his sister\u2019s painful divorce in the US and her life coming back to India. He just could not go about work as usual<\/p>\n\n\n\n
\u00b7 A second coachee had a lot of issues with his manager. He felt that the manager\u2019s lack of domain knowledge resulted in his not realizing & recognizing the value of the coachee\u2019s work. In addition, the coachee seemed to indicate that lack of recognition of his work had to do with his belonging to a minority religious community in India<\/p>\n\n\n\n
\u00b7 Yet another coachee told my colleague (also a Performance Coach) that her problems arose because her boss was an inveterate woman-hater<\/p>\n\n\n\n
These are situations of tight-rope walking for a performance coach! In situations of personal crisis, the coach may only help by sympathetic and patient listening. This may help the coachee more than one would think \u2013 just getting the problem \u201coff his chest\u201d often helps and relieves stress. Being less stressed, he may be able to come to grips with his personal predicament and deal with it better. However, coachee\u2019s entrenched beliefs on, say, religion and gender can be very challenging for the coach to deal with. Some deep-rooted beliefs may indicate pathology needing help from a trained therapist \u2013 far beyond the scope of performance coaching and the ability of the coach.<\/p>\n\n\n\n
Circle #4: Is the coachee\u2019s work environment conducive?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The last circle of influence is the coachee\u2019s work. Sometimes, people have told me that they are \u201cstuck\u201d in positions \u2013 say, \u201croutine\u201d software bug fixing and maintenance where there is really no scope for \u201clearning, enjoyment and fulfillment\u201d (you may like to read My Team is not motivated!!!<\/a> by my colleague Prasanna Moses on this). Most of us would agree that there is far less drudgery at work in today\u2019s knowledge-centric world than even just 30 years ago. We would also agree that there is no such thing as 100% \u201csexy\u201d work (unless of course, you are doing breakthrough work of your calling \u2013 say, in quantum computing). So, when coachees complain about their current work\/role and the lack of sexiness thereof, I ask them questions about what makes it boring, what they can do about it and so on \u2013 hopefully making them better aware of interesting possibilities in what they were doing. In some cases, people have hinted to me that they are considering quitting their \u201cboring\u201d job and looking for a reaction. Under such circumstances, to be fair to the coachee and to the coachee\u2019s employer (who is paying my fees!), I would say the best option is to ask the coachee questions exploring his rationale for leaving (without being judgmental on whether it is right or wrong) \u2013 like what does he think leaving the job will achieve, how will it get him closer to his goals, how is he sure that the same problems would not repeat themselves in the new organization and so on. The ultimate decision should be the coachee\u2019s based on introspection triggered by your questions. He may still choose to quit \u2013 but that is another matter! As far as you are concerned as a coach, you have played it fair & square. It is not unthinkable that you as the coach may actually agree with his rationale for seeking another job!<\/p>\n\n\n\n
A related aspect is also the organizational environment in which the coachee works \u2013 over & above his immediate work\/role discussed above. In sports coaching, the strong individual motivation is a given and the coachee has a great deal of control over what he can and cannot do to enhance his performance. The circumstances for software project managers are different. Their GROW model is in the context of an organization with its culture, policies, processes and so on. As a coach, I have encountered some real challenges here \u2013 the Project Manager may be aspiring to do something of value in his project but his line management and work environment may not be supportive. Some organizational policies can be insensitive to people and even draconian. In one software development organization, if project team members logged in less than 40 hours per week of approved work, there would be automatic cuts in their pay while the significant additional work needed at other times went scarcely noticed! How can one be expected to learn and enjoy their work in such an environment? In such cases, we do bring it up with the line management for addressing them and offer our help as well. To be honest, it worked sometimes and it did not in as many cases.<\/p>\n\n\n\n
In summary, as a practicing coach, you are bound to run into situations like the ones above which make you stop and ponder as to what extent theory can lead practice! You may need to introspect and think of newer ways of extending \u201ctheory\u201d or just use good old common sense and move on! At PM Power, we have the coaches\u2019 conclave where these situations are discussed to see how best to help the coachee considering all the circles of influence. It has significantly helped our coaches in specific situations and in honing their coaching skills in general.<\/p>\n\n\n\n
We invite you to share your coaching experiences (as a coach or a coachee) and we would be happy to share our perspectives which may be of help. You may reach us at info@pm-powerconsulting.com.<\/p>\n","post_title":"Journey of a coach - theory & practice (Part II)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-ii","to_ping":"","pinged":"","post_modified":"2024-01-29 10:54:32","post_modified_gmt":"2024-01-29 10:54:32","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1456","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1514,"post_author":"31","post_date":"2014-11-02 12:24:22","post_date_gmt":"2014-11-02 06:54:22","post_content":"\n
A speaker finishes a great speech \u2013 at least, HE thinks it is great! He then asks, \u201cAny questions?\u201d What does he expect? If I were him, I would expect the audience to demonstrate a level of understanding of what the speech was all about and ask meaningful questions - clarifying the ground covered and even extending from there.<\/p>\n\n\n\n
These are situations where one actually wants to be questioned to get a sense a satisfaction that the effort (the speech, in this case) has been worthwhile. But there are other situations where being questioned has a very negative connotation. It implies questioning the ability of the person being questioned or the work that he has done.<\/p>\n\n\n\n
The important thing is that the intent of questioning should be to seek understanding rather than putting down someone. Hence, even the tone of questioning is very important. Consider the difference between, \u201cWhy did you do THAT?\u201d and \u201cWhat are your reasons for doing THAT?\u201d<\/p>\n\n\n\n
The tone of the former question is judgmental while the same question asked differently demonstrates an openness and a neutral tone. The tone is important because it can either put people off & make them defensive or it can make them relaxed and explain their rationale for an idea or a course of action.<\/p>\n\n\n\n
From the above, it follows that there is a big difference between \u201cquestioning\u201d and \u201casking questions\u201d.<\/p>\n\n\n\n
$\"image\"$ <\/figure>\n\n\n\n
In the work context, a manager who adopts an approach of \u201casking questions\u201d enables an environment where his reportees apply their mind to the situation at hand and exercise their best judgment on the right course of action.<\/p>\n\n\n\n
The manager can use questions to expand the reportee\u2019s thinking and make him aware of aspects he may not have thought of (instead of just instructing him what to do).<\/p>\n\n\n\n
Hence asking questions contributes to the reportee\u2019s overall development and ability to deal with situations with minimal oversight. Equally important, it enables greater responsibility on the part of the reportee so that the implementation aspects of his suggestions are fully owned by him.<\/p>\n\n\n\n
Through this, the manager\u2019s time is also freed up from routine oversight functions to take up important but not urgent tasks.<\/p>\n\n\n\n
In a highly dynamic world, the approach of \u201casking questions\u201d is not just \u201ca nice to have\u201d but an imperative to empower people and ensure that the organization as a whole responds fast to changes in the environment.<\/p>\n\n\n\n
\u201cAsking questions\u201d is an essential part of the tool set of a coach who may be the line manager himself. You consciously adopt the approach for improving the \u201cawareness\u201d of the coachee and therefore, open his mind to his perceptions & other possibilities and take \u201cresponsibility\u201d for the options for actions that he chooses.<\/p>\n\n\n\n
Finally, adopting the approach of \u201casking questions\u201d needs a complementing skill which is ACTIVE listening. A coach cannot sustain a session of asking questions without actually listening well, understanding and re-phrasing of what the coachee says.<\/p>\n\n\n\n
As with most things in life, practice makes perfect \u2013 it takes time and experience to hone the approach of asking questions and the skill of active listening. But they can indeed be developed for individual and organizational benefit. The time to start is NOW!<\/p>\n","post_title":"Questioning and Asking Questions - what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"questioning-and-asking-questions-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:02","post_modified_gmt":"2024-01-29 10:55:02","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1514","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1448,"post_author":"31","post_date":"2014-11-02 06:59:09","post_date_gmt":"2014-11-02 01:29:09","post_content":"\n
This article is part of the series on \u201cJourney of a coach\u201d covering my experiences as a performance coach. You may have the read an earlier article in the series on \u201cJourney of a coach \u2013 the beginning\u201d<\/a>. The journey continues here...<\/p>\n\n\n\n
Yogi Berra, New York Yankees baseball player (arguably the best catcher of all time) said, \u201cIn theory, there is no difference between theory & practice. But in practice, there is!\u201d So, this article is about the theory & practice of coaching for performance \u2013 not baseball players but people managing software projects.<\/p>\n\n\n\n
In my context, the \u201ctheory\u201d was mostly \u201cCoaching for Performance\u201d by John Whitmore (by the way, there is another article of mine on Whitmore<\/a> if you are interested). The \u201cpractice\u201d was, of course, my actual experiences over the years.<\/p>\n\n\n\n
A caveat \u2013 I am not here to debunk theory and hail practice - as a cardiac surgeon might! I have a great deal of respect for Whitmore\u2019s book on Coaching for Performance. The book provided a solid reference and a practical guide for my work as a coach all these years.<\/p>\n\n\n\n
However, I do have my own \u201cinterpretations\u201d and \u201cextensions\u201d of the theory in actual practice which I wish to share. I will use the diagram below which shows the context for coaching.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
You can see the \u201ccircles of influence\u201d around the coachee which would have a bearing on coaching and its effectiveness. We will cover each of these circles with examples. Note that the coach\u2019s experience, beliefs and perceptions are also significant in the context in addition to his skills for coaching.<\/p>\n\n\n\n
Circle #1: Are all situations \u201ccoaching situations\u201d?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The first circle of influence is the coaching situation faced by the coachee at work. For example, it could be that he is recently promoted and finds gaining acceptance in his team a challenge.<\/p>\n\n\n\n
The question is whether all such work situations are amenable for coaching - whether you are the manager of the coachee or an external coach. If you follow the \u201ctheory\u201d (that is Whitmore), a coaching style can become the default management style of the entire organization for all occasions.<\/p>\n\n\n\n
In other words, all manager-reportee interactions can naturally follow the coaching style \u2013 the manager following the sequence of helping his reportee to identify the goal he is seeking to achieve, assess the current state of affairs, consider the available options to achieve the goal and making the commitment-making to make it happen.<\/p>\n\n\n\n
That is all very well, but what if you are a commando fighting a guerrilla war in a jungle and see a metal tube from the foliage pointing at you. Your commander (\u201cmanager\u201d) is not going to coach you through the situation, is he?<\/p>\n\n\n\n
There are also other equivalent (but less extreme) situations at work when time is of essence and all that the coachee needs is information or simple direction (like for example, how to balance staff loading in a project schedule).<\/p>\n\n\n\n
So, my interpretation of theory is that there is better pay-off of coaching in some situations than others. However, there are many, many work situations wherein the quality of work<\/b> or results<\/b> is very important, the learning<\/b> for the coachee very important and it is not an emergency<\/b>. Coaching is very relevant in those cases.<\/p>\n\n\n\n
Circle #2: Are people always receptive to coaching?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The next circle of influence is relating to how receptive people are to coaching even if their work situation was amenable for it.<\/p>\n\n\n\n
Are they motivated enough to become more aware<\/b> and take responsibility<\/b> by themselves and not just because their employer has enrolled them in a training & coaching program?<\/p>\n\n\n\n
Maslow\u2019s theory is that motivation is linked to the stage an individual is at in a hierarchy of needs (see diagram below from Whitmore\u2019s Coaching for Performance). Note that Whitmore has split Maslow\u2019s Esteem stage into two \u2013 Esteem from others and Self-esteem.<\/p>\n\n\n\n
At the stage of Esteem from others, one is looking \u201cexternal\u201d recognition and prestige as motivators. At the stage of Self-esteem, external motivators tend to become less important. More important is the need to make a difference and being empowered to do so enhancing self-esteem. This self-esteem stage is where coaching makes the biggest impact for personal growth.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
Source: Coaching for Performance by John Whitmore<\/i><\/p>\n\n\n\n
There are a few more \u201ccircles\u201d to cover which we will in Part II of the article.<\/p>\n\n\n\n
Till then...<\/p>\n","post_title":"Journey of a coach - theory & practice (Part I)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-i","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:34","post_modified_gmt":"2024-01-29 10:55:34","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1521,"post_author":"26","post_date":"2014-10-30 10:57:02","post_date_gmt":"2014-10-30 05:27:02","post_content":"\n
$\"Network_whenhow2\"$ <\/a><\/figure>\n\n\n\n
One is never without a network and if you are reading this - it may be more to know how to grow it and\/or to overcome obstacles, often due to one's level comfort with so called \"networking\".<\/p>\n\n\n\n
If you look at how you:<\/p>\n\n\n\n
\n
got the opportunity to work in your current position<\/li>\n\n\n\n
got into your college\/school<\/li>\n\n\n\n
got your house on rent or bought your apartment<\/li>\n<\/ul>\n\n\n\n
you will see that a network - formal, informal or virtual (internet based) was at play.<\/p>\n\n\n\n
I will focus on growing your professional network and a few simple steps for it and not delve into specifics of social media, as all of you would be familiar with it.<\/p>\n\n\n\n
First, start with your existing network - which will be your current and past colleagues, your college and school alumni, friends and family. See that you stay in touch with them, by meeting them up or electronically, if you are not in touch start right away. Sending greetings for important occasions, festivals and events is a good way to start. Make it a point to call a few of them over the commute\/ weekends and work on the complete list slowly and steadily, start at top the list again once you complete it.<\/p>\n\n\n\n
What if you need to ask for a reference or a favor from a person with whom you are not in regular touch. The best way to is to be honest, there is no point in coming up with a phony reason to get in touch with them and ask for what you want. Your honesty will be appreciated, after that do thank them and make an effort to stay in touch with them. See that your nurture this set of contacts where you have already made a start.<\/p>\n\n\n\n
Once, when I was looking out for a job using my network, I made it a point to call and thank all those who forwarded my resume to their contacts and I sent a book as a gift to thank all those contacts whose help took me to the interview stage. I did it without any motive and what amazed me was the warmth from these contacts in all my future interactions.<\/p>\n\n\n\n
Second area to focus on are the professional events - there will be events where your technical or managerial domain will be the focus. You may be sponsored\/encouraged by your organizations to attend them, do not let is pass citing an excuse of being busy. Do make time to attend a few of them. If you find that you do not have this opportunity then see that you find such events and enroll yourself.<\/p>\n\n\n\n
In my experience these events certainly help you make a few contacts, you will always find a few persons whom you will find interesting and knowledgeable and connect effortlessly. The key is to nurture this - see that you follow-up with a mail and\/or a call.<\/p>\n\n\n\n
If you are the type who feels inhibited to make an opening, then do not worry. I was advised by one of my mentors to just listen and not worry about talking and enjoy being there. If you listen and observe intently you will find yourself talking soon. Your focus on the interactions and not on your perceived ability, does the trick. Try it a couple of times and see for yourself.<\/p>\n\n\n\n
Lastly, for anything to succeed one has to have the desire, then comes the effort and discipline for achieving it. A small progress or a step with positive result, is the best encouragement for you to strive towards your goals. Do ponder on your actions and results to stay focused on continuing to do this.<\/p>\n\n\n\n
One related question I hear from many of my coachees is \"visibility\" within the organization. More on that in a later post.<\/p>\n","post_title":"Networking - when and how to begin?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"networking-when-and-how-to-begin","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:58","post_modified_gmt":"2024-01-29 14:50:58","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1521","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1517,"post_author":"30","post_date":"2014-10-29 09:30:26","post_date_gmt":"2014-10-29 04:00:26","post_content":"\n
$\"sell-it\"$ <\/a><\/figure>\n\n\n\n
As a child, I used to come up with various ideas for almost anything, and ask for Rs. 1000\/- per idea. Being a child, nobody would want to pay money, that too a thousand Rupees \u2013 but, I would get something else as an appreciation for my efforts. A toffee, a cone ice cream etc.<\/p>\n\n\n\n
Further on, when I used to be active in small groups, selling was more of ideas and to get the team to converge on something, that the group can take as an action.<\/p>\n\n\n\n
As a team leader, I needed to sell the vision of the project to the team, to get everybody\u2019s buy in.<\/p>\n\n\n\n
More recently, I have been in contact with many aspiring and active entrepreneurs. Selling is something that they do with every breath.<\/p>\n\n\n\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 10 of 12 Previous 1 … 9 10 11 12 Next

\n
As a coach, a recurring situation one faces, towards the end of the first sprint after the coaching has started, is the push and shove to the retrospective. After seemingly making the team understand that two key aspect of Agile Scrum are to surface the problems at the earliest<\/strong> and avoiding any kind of waste<\/strong>. I naively expected that the team will be eager to do the retrospective, but wiser now.<\/p>\n\n\n\n
$\"lookingback\"$ <\/figure>\n\n\n\n
<\/p>\n\n\n\n
The team will be scrambling to wrap up the work and close all stories to meet the sprint commitment made, the sprint will be kept open till the the very end and at times a few hours into the next sprint. The Sprint Planning for next sprint has to start, the Sprint Review needs to happen for stories to be closed, where is the time for retrospective? Can it be done next time?<\/p>\n\n\n\n
At times they combine Retrospective and Sprint Planning, which results in speeding through the retrospective and getting quickly into the planning. Add to this the different locations and time zones of the PO and Scrum Team. The retrospective at times is scheduled after Sprint Planning, which is anyway better than not having it at all.<\/p>\n\n\n\n
So here is how it goes, the three questions are asked, inputs collated and a mail sent to all stakeholders and the collated inputs made available in a common area. Very less focus on listening to each other and trying to resolve issues.<\/p>\n\n\n\n
The way I deal with this is that I share with the Scrum Master and team on how an ideal Retrospective should proceed and leave it to them to get close to it:
- Use post-its to capture what went well, stick on board, have one of team read all of it. Clarify any point that is not clear,
- Same for what did not go well,
- Same for what they would start to do,
- At this juncture prioritize the start to do\/action items and brainstorm, starting from top till the time runs out.<\/p>\n\n\n\n
This has worked well, teams typically identify one to three items and come up with reasonable details for implementing them. If required I remind them of these mid sprint, some steps are taken and progress made, this helps in them getting into the habit of doing retrospectives regularly.<\/p>\n\n\n\n
One more point to note is that a problem that seems \u201ca way of life\u201d, at end of first sprint may get some solutions, in the subsequent sprint. My reading of this is that the problem when noted first is annoying and frustrating, team is mentally tired to work on it. But when the same problem surfaces again, they are able to come up with a solution, as the frustration is vented in past.<\/p>\n\n\n\n
Let me share one example. This is to do with a scarce DBA resource causing stories to be re-opened due to delayed inputs\/review. At the end of first sprint they made note of this issue and came out strongly on \u201cthis how it is going to be\u201d, \u201cwe have escalated enough already in past\u201d. The issue surfaced again in next sprint, as it was discussed before, the emotions were in check. One of team suggested that we use the grooming pattern, i.e., plan\/do in advance. They figured out a way to deal with it.<\/p>\n\n\n\n
Another oft repeating issue is the frustration of not being able to close a story, because just the show and tell (demo) could not happen, or a build and test in correct environment was not completed due to big queue in CM. The team argues for closing the story, they feel that they are loosing story points for no fault of theirs. Here as a coach, one has to reinforce the concept of \u201cDone\u201d and revisit the concept of \u201cVelocity\u201d.<\/p>\n","post_title":"Initial coaching interventions for Retrospectives","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"initial-coaching-interventions-for-retrospectives","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:04","post_modified_gmt":"2024-01-29 14:50:04","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3343","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3339,"post_author":"26","post_date":"2015-04-11 09:33:55","post_date_gmt":"2015-04-11 04:03:55","post_content":"\n
Teams new to Scrum have a product backlog. The backlog will be groomed to some degree, typically have clarity for up to one to two sprints. The priority will be clear, with fair amount of detail on the requirements. The estimates may be present, it could be story points or a masked form of an effort estimate.<\/p>\n\n\n\n
The Product Owner (PO), who is not co-located in most of the teams will participate in Sprint Planning and along with the Scrum Master and team pick a set of stories to be done in the Sprint. After this the team jumps into doing the work. Detailed Sprint Planning is given a miss as PO will not be available for the entire duration and the team reluctant to do task based estimate for variety of reasons, if they do it is done by a few senior members of the team.<\/p>\n\n\n\n
This is where the first intervention from coach is needed, coax them to do detailed planning i.e., break down the stories into tasks and corresponding effort estimates. Insist that the entire team be involved and ensure that they balance the work they are taking up with the capacity the team has. Here is where they get to see one of the characteristics of Scrum \u2013 uncovering the problems at the earliest, and as a coach one should ensure that they become aware of it.<\/p>\n\n\n\n
$\"Sprint_Plan_1\"$ <\/figure>\n\n\n\n
Few things they discover:
- there may not be enough Analysis\/Dev\/DBA\/QA capacity in the team
- some of the team may not be fully utilized
- as they break down stories to tasks they realize that some stories cannot be completed, due to external dependencies, that is unlikely to be fulfilled.
- they may require more information from the PO.
- lastly the entire team gains an understanding what is planned to be accomplished.<\/p>\n\n\n\n
And it is interesting to see how they work around this:
- make use of team members not fully utilized to accomplish some of the tasks.
- the above at times involves redistributing the work, so that team members volunteering outside their domain, can take up relatively simpler tasks.
- go back to PO\/stakeholders and try to get the dependencies resolved or pick another story, this one requires a push from coach.
- get clarity on requirements from PO, this has to happen the next day.
- re-adjust the sprint backlog taking the above into account.<\/p>\n\n\n\n
$\"Sprint_Plan_2\"$ <\/figure>\n\n\n\n
At times guidelines are adhered to, planning sessions is time-boxed, they assume that all planning needs to happen in one sitting. Here is where, as a coach, one has to make them see the \"why\" behind a particular step, \"what\" outcome is desired? The outcome of having a proper Sprint Plan is more important than accomplishing it a single time-boxed session.<\/p>\n\n\n\n
As they complete this they realize that in past sprints, they grappled with these issues, towards the end of the sprint. Now they have ample time to cope with it \u2013 the benefit of Scrum uncovering problems earlier is leveraged.<\/p>\n\n\n\n
There is reluctance to do task effort estimates. In the traditional planning task estimates are done for entire project even with some requirements not being clear. This would have resulted in lot of waste, this coupled with notion that agile means no planning is the major cause of the reluctance. As a coach, one needs to highlight that there is better clarity on requirements and it is being done for just a sprint, so there is no waste. The reluctance is also due to lack of understanding of the difference between story point, size and effort estimates, this needs to be addressed.<\/p>\n\n\n\n
At this juncture the team is ready to make and take on the commitment with higher confidence. You can see the related blog on retrospectives.<\/p>\n","post_title":"Initial coaching interventions for Sprint Planning","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"initial-coaching-interventions-for-sprint-planning","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:24","post_modified_gmt":"2024-01-29 14:50:24","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3339","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1519,"post_author":"33","post_date":"2014-11-09 12:15:54","post_date_gmt":"2014-11-09 06:45:54","post_content":"\n
$\"\"\/$ <\/figure>\n\n\n\n
  <\/p>\n\n\n\n
Leaders have only two jobs:<\/p>\n\n\n\n
1) Getting work done<\/p>\n\n\n\n
2) Growing the people<\/p>\n\n\n\n
Coaching as a leadership\/management style achieves both.<\/p>\n\n\n\n
With Command & Control approach, managers may get the work done in the short term, by force. But that might have negative impacts on the team in terms of :<\/p>\n\n\n\n
- Lack of ownership<\/p>\n\n\n\n
- Low motivation<\/p>\n\n\n\n
- Poor quality output<\/p>\n\n\n\n
- Low productivity<\/p>\n\n\n\n
- Missed schedules etc.<\/p>\n\n\n\n
Command & Control might also impact development of team members negatively. Teams might wait for manager to give instruction. They might hesitate to take initiative as it might get overruled by the manager. They might stop thinking new & innovative ideas as the manager will always tell them what to do.<\/p>\n\n\n\n
On the other hand, with Coaching as the leadership style, managers will empower the team members to come out with new ideas, solutions and encourage them to implement them. They will help the team members to discover their strengths by asking questions & challenging them. This builds motivation and ownership in the team members.<\/p>\n\n\n\n
Having said that, there are situations where Managers need to use command & control approaches. For example, in a fire fighting situation where extremely quick response in needed. There will be a need for different approaches for different team members \u2013 someone may need more directive input & constant oversight and someone may need a lot of freedom.<\/p>\n\n\n\n
A good leader is one who has high self awareness, self-regulation, self-motivation and empathy through which he\/she can sense and respond differently, in a conscious way, to different situations & different people.<\/p>\n\n\n\n
However, to be a good Leader, coaching way of management style should be the most natural approach and command & control should be the exception.<\/p>\n","post_title":"Coaching vs Command & Control style of Management","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"coaching-vs-command-control-style-of-management","to_ping":"","pinged":"","post_modified":"2024-01-29 15:34:20","post_modified_gmt":"2024-01-29 15:34:20","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1519","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1456,"post_author":"31","post_date":"2014-11-09 12:15:37","post_date_gmt":"2014-11-09 06:45:37","post_content":"\n
In an earlier article \u201cJourney of a coach \u2013 theory & practice (Part I)<\/a>, we introduced the \u201ccircles of influence\u201d which form the context (see diagram below) for coaching process.<\/p>\n\n\n\n
$\"image\"$ <\/a> The circles in the diagram above have a significant bearing on coaching effectiveness and need to be addressed by the coach using the theory of coaching (such as Whitmore\u2019s book on \u201cCoaching for Performance\u201d). In the case of some circles, the theory may \u201cend\u201d at some point and the coach will have \u201cinterpret\u201d and \u201cextend\u201d it for the specific coachee situation at hand.<\/p>\n\n\n\n
We covered the following in Part I of this article:<\/p>\n\n\n\n
\u00b7 Circle #1: Are all situations \u201ccoaching situations\u201d?<\/p>\n\n\n\n
\u00b7 Circle #2: Are people always receptive to coaching?<\/p>\n\n\n\n
In this Part II, we will cover the two remaining circles.<\/p>\n\n\n\n
Circle #3: Are coaches sometimes helpless?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
Circle #3 above regarding \u201cbeliefs, perceptions and personal circumstances\u201d can actually be quite a hard shell hindering coaching progress. But it is often an invisible hard shell because people will share only so much of their innermost beliefs and personal circumstances even though they are impacting their work performance. Coaches make chance discoveries of this shell in the Reality check part (that is, the current state of affairs that needs to improve to meet the Goal) of the Goal-Reality-Options-Will (GROW) model of Whitmore. Here are examples:<\/p>\n\n\n\n
\u00b7 A coachee once candidly admitted that he was himself the reason for his declining performance at work. The reason was that his family was going through his sister\u2019s painful divorce in the US and her life coming back to India. He just could not go about work as usual<\/p>\n\n\n\n
\u00b7 A second coachee had a lot of issues with his manager. He felt that the manager\u2019s lack of domain knowledge resulted in his not realizing & recognizing the value of the coachee\u2019s work. In addition, the coachee seemed to indicate that lack of recognition of his work had to do with his belonging to a minority religious community in India<\/p>\n\n\n\n
\u00b7 Yet another coachee told my colleague (also a Performance Coach) that her problems arose because her boss was an inveterate woman-hater<\/p>\n\n\n\n
These are situations of tight-rope walking for a performance coach! In situations of personal crisis, the coach may only help by sympathetic and patient listening. This may help the coachee more than one would think \u2013 just getting the problem \u201coff his chest\u201d often helps and relieves stress. Being less stressed, he may be able to come to grips with his personal predicament and deal with it better. However, coachee\u2019s entrenched beliefs on, say, religion and gender can be very challenging for the coach to deal with. Some deep-rooted beliefs may indicate pathology needing help from a trained therapist \u2013 far beyond the scope of performance coaching and the ability of the coach.<\/p>\n\n\n\n
Circle #4: Is the coachee\u2019s work environment conducive?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The last circle of influence is the coachee\u2019s work. Sometimes, people have told me that they are \u201cstuck\u201d in positions \u2013 say, \u201croutine\u201d software bug fixing and maintenance where there is really no scope for \u201clearning, enjoyment and fulfillment\u201d (you may like to read My Team is not motivated!!!<\/a> by my colleague Prasanna Moses on this). Most of us would agree that there is far less drudgery at work in today\u2019s knowledge-centric world than even just 30 years ago. We would also agree that there is no such thing as 100% \u201csexy\u201d work (unless of course, you are doing breakthrough work of your calling \u2013 say, in quantum computing). So, when coachees complain about their current work\/role and the lack of sexiness thereof, I ask them questions about what makes it boring, what they can do about it and so on \u2013 hopefully making them better aware of interesting possibilities in what they were doing. In some cases, people have hinted to me that they are considering quitting their \u201cboring\u201d job and looking for a reaction. Under such circumstances, to be fair to the coachee and to the coachee\u2019s employer (who is paying my fees!), I would say the best option is to ask the coachee questions exploring his rationale for leaving (without being judgmental on whether it is right or wrong) \u2013 like what does he think leaving the job will achieve, how will it get him closer to his goals, how is he sure that the same problems would not repeat themselves in the new organization and so on. The ultimate decision should be the coachee\u2019s based on introspection triggered by your questions. He may still choose to quit \u2013 but that is another matter! As far as you are concerned as a coach, you have played it fair & square. It is not unthinkable that you as the coach may actually agree with his rationale for seeking another job!<\/p>\n\n\n\n
A related aspect is also the organizational environment in which the coachee works \u2013 over & above his immediate work\/role discussed above. In sports coaching, the strong individual motivation is a given and the coachee has a great deal of control over what he can and cannot do to enhance his performance. The circumstances for software project managers are different. Their GROW model is in the context of an organization with its culture, policies, processes and so on. As a coach, I have encountered some real challenges here \u2013 the Project Manager may be aspiring to do something of value in his project but his line management and work environment may not be supportive. Some organizational policies can be insensitive to people and even draconian. In one software development organization, if project team members logged in less than 40 hours per week of approved work, there would be automatic cuts in their pay while the significant additional work needed at other times went scarcely noticed! How can one be expected to learn and enjoy their work in such an environment? In such cases, we do bring it up with the line management for addressing them and offer our help as well. To be honest, it worked sometimes and it did not in as many cases.<\/p>\n\n\n\n
In summary, as a practicing coach, you are bound to run into situations like the ones above which make you stop and ponder as to what extent theory can lead practice! You may need to introspect and think of newer ways of extending \u201ctheory\u201d or just use good old common sense and move on! At PM Power, we have the coaches\u2019 conclave where these situations are discussed to see how best to help the coachee considering all the circles of influence. It has significantly helped our coaches in specific situations and in honing their coaching skills in general.<\/p>\n\n\n\n
We invite you to share your coaching experiences (as a coach or a coachee) and we would be happy to share our perspectives which may be of help. You may reach us at info@pm-powerconsulting.com.<\/p>\n","post_title":"Journey of a coach - theory & practice (Part II)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-ii","to_ping":"","pinged":"","post_modified":"2024-01-29 10:54:32","post_modified_gmt":"2024-01-29 10:54:32","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1456","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1514,"post_author":"31","post_date":"2014-11-02 12:24:22","post_date_gmt":"2014-11-02 06:54:22","post_content":"\n
A speaker finishes a great speech \u2013 at least, HE thinks it is great! He then asks, \u201cAny questions?\u201d What does he expect? If I were him, I would expect the audience to demonstrate a level of understanding of what the speech was all about and ask meaningful questions - clarifying the ground covered and even extending from there.<\/p>\n\n\n\n
These are situations where one actually wants to be questioned to get a sense a satisfaction that the effort (the speech, in this case) has been worthwhile. But there are other situations where being questioned has a very negative connotation. It implies questioning the ability of the person being questioned or the work that he has done.<\/p>\n\n\n\n
The important thing is that the intent of questioning should be to seek understanding rather than putting down someone. Hence, even the tone of questioning is very important. Consider the difference between, \u201cWhy did you do THAT?\u201d and \u201cWhat are your reasons for doing THAT?\u201d<\/p>\n\n\n\n
The tone of the former question is judgmental while the same question asked differently demonstrates an openness and a neutral tone. The tone is important because it can either put people off & make them defensive or it can make them relaxed and explain their rationale for an idea or a course of action.<\/p>\n\n\n\n
From the above, it follows that there is a big difference between \u201cquestioning\u201d and \u201casking questions\u201d.<\/p>\n\n\n\n
$\"image\"$ <\/figure>\n\n\n\n
In the work context, a manager who adopts an approach of \u201casking questions\u201d enables an environment where his reportees apply their mind to the situation at hand and exercise their best judgment on the right course of action.<\/p>\n\n\n\n
The manager can use questions to expand the reportee\u2019s thinking and make him aware of aspects he may not have thought of (instead of just instructing him what to do).<\/p>\n\n\n\n
Hence asking questions contributes to the reportee\u2019s overall development and ability to deal with situations with minimal oversight. Equally important, it enables greater responsibility on the part of the reportee so that the implementation aspects of his suggestions are fully owned by him.<\/p>\n\n\n\n
Through this, the manager\u2019s time is also freed up from routine oversight functions to take up important but not urgent tasks.<\/p>\n\n\n\n
In a highly dynamic world, the approach of \u201casking questions\u201d is not just \u201ca nice to have\u201d but an imperative to empower people and ensure that the organization as a whole responds fast to changes in the environment.<\/p>\n\n\n\n
\u201cAsking questions\u201d is an essential part of the tool set of a coach who may be the line manager himself. You consciously adopt the approach for improving the \u201cawareness\u201d of the coachee and therefore, open his mind to his perceptions & other possibilities and take \u201cresponsibility\u201d for the options for actions that he chooses.<\/p>\n\n\n\n
Finally, adopting the approach of \u201casking questions\u201d needs a complementing skill which is ACTIVE listening. A coach cannot sustain a session of asking questions without actually listening well, understanding and re-phrasing of what the coachee says.<\/p>\n\n\n\n
As with most things in life, practice makes perfect \u2013 it takes time and experience to hone the approach of asking questions and the skill of active listening. But they can indeed be developed for individual and organizational benefit. The time to start is NOW!<\/p>\n","post_title":"Questioning and Asking Questions - what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"questioning-and-asking-questions-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:02","post_modified_gmt":"2024-01-29 10:55:02","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1514","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1448,"post_author":"31","post_date":"2014-11-02 06:59:09","post_date_gmt":"2014-11-02 01:29:09","post_content":"\n
This article is part of the series on \u201cJourney of a coach\u201d covering my experiences as a performance coach. You may have the read an earlier article in the series on \u201cJourney of a coach \u2013 the beginning\u201d<\/a>. The journey continues here...<\/p>\n\n\n\n
Yogi Berra, New York Yankees baseball player (arguably the best catcher of all time) said, \u201cIn theory, there is no difference between theory & practice. But in practice, there is!\u201d So, this article is about the theory & practice of coaching for performance \u2013 not baseball players but people managing software projects.<\/p>\n\n\n\n
In my context, the \u201ctheory\u201d was mostly \u201cCoaching for Performance\u201d by John Whitmore (by the way, there is another article of mine on Whitmore<\/a> if you are interested). The \u201cpractice\u201d was, of course, my actual experiences over the years.<\/p>\n\n\n\n
A caveat \u2013 I am not here to debunk theory and hail practice - as a cardiac surgeon might! I have a great deal of respect for Whitmore\u2019s book on Coaching for Performance. The book provided a solid reference and a practical guide for my work as a coach all these years.<\/p>\n\n\n\n
However, I do have my own \u201cinterpretations\u201d and \u201cextensions\u201d of the theory in actual practice which I wish to share. I will use the diagram below which shows the context for coaching.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
You can see the \u201ccircles of influence\u201d around the coachee which would have a bearing on coaching and its effectiveness. We will cover each of these circles with examples. Note that the coach\u2019s experience, beliefs and perceptions are also significant in the context in addition to his skills for coaching.<\/p>\n\n\n\n
Circle #1: Are all situations \u201ccoaching situations\u201d?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The first circle of influence is the coaching situation faced by the coachee at work. For example, it could be that he is recently promoted and finds gaining acceptance in his team a challenge.<\/p>\n\n\n\n
The question is whether all such work situations are amenable for coaching - whether you are the manager of the coachee or an external coach. If you follow the \u201ctheory\u201d (that is Whitmore), a coaching style can become the default management style of the entire organization for all occasions.<\/p>\n\n\n\n
In other words, all manager-reportee interactions can naturally follow the coaching style \u2013 the manager following the sequence of helping his reportee to identify the goal he is seeking to achieve, assess the current state of affairs, consider the available options to achieve the goal and making the commitment-making to make it happen.<\/p>\n\n\n\n
That is all very well, but what if you are a commando fighting a guerrilla war in a jungle and see a metal tube from the foliage pointing at you. Your commander (\u201cmanager\u201d) is not going to coach you through the situation, is he?<\/p>\n\n\n\n
There are also other equivalent (but less extreme) situations at work when time is of essence and all that the coachee needs is information or simple direction (like for example, how to balance staff loading in a project schedule).<\/p>\n\n\n\n
So, my interpretation of theory is that there is better pay-off of coaching in some situations than others. However, there are many, many work situations wherein the quality of work<\/b> or results<\/b> is very important, the learning<\/b> for the coachee very important and it is not an emergency<\/b>. Coaching is very relevant in those cases.<\/p>\n\n\n\n
Circle #2: Are people always receptive to coaching?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The next circle of influence is relating to how receptive people are to coaching even if their work situation was amenable for it.<\/p>\n\n\n\n
Are they motivated enough to become more aware<\/b> and take responsibility<\/b> by themselves and not just because their employer has enrolled them in a training & coaching program?<\/p>\n\n\n\n
Maslow\u2019s theory is that motivation is linked to the stage an individual is at in a hierarchy of needs (see diagram below from Whitmore\u2019s Coaching for Performance). Note that Whitmore has split Maslow\u2019s Esteem stage into two \u2013 Esteem from others and Self-esteem.<\/p>\n\n\n\n
At the stage of Esteem from others, one is looking \u201cexternal\u201d recognition and prestige as motivators. At the stage of Self-esteem, external motivators tend to become less important. More important is the need to make a difference and being empowered to do so enhancing self-esteem. This self-esteem stage is where coaching makes the biggest impact for personal growth.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
Source: Coaching for Performance by John Whitmore<\/i><\/p>\n\n\n\n
There are a few more \u201ccircles\u201d to cover which we will in Part II of the article.<\/p>\n\n\n\n
Till then...<\/p>\n","post_title":"Journey of a coach - theory & practice (Part I)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-i","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:34","post_modified_gmt":"2024-01-29 10:55:34","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1521,"post_author":"26","post_date":"2014-10-30 10:57:02","post_date_gmt":"2014-10-30 05:27:02","post_content":"\n
$\"Network_whenhow2\"$ <\/a><\/figure>\n\n\n\n
One is never without a network and if you are reading this - it may be more to know how to grow it and\/or to overcome obstacles, often due to one's level comfort with so called \"networking\".<\/p>\n\n\n\n
If you look at how you:<\/p>\n\n\n\n
\n
got the opportunity to work in your current position<\/li>\n\n\n\n
got into your college\/school<\/li>\n\n\n\n
got your house on rent or bought your apartment<\/li>\n<\/ul>\n\n\n\n
you will see that a network - formal, informal or virtual (internet based) was at play.<\/p>\n\n\n\n
I will focus on growing your professional network and a few simple steps for it and not delve into specifics of social media, as all of you would be familiar with it.<\/p>\n\n\n\n
First, start with your existing network - which will be your current and past colleagues, your college and school alumni, friends and family. See that you stay in touch with them, by meeting them up or electronically, if you are not in touch start right away. Sending greetings for important occasions, festivals and events is a good way to start. Make it a point to call a few of them over the commute\/ weekends and work on the complete list slowly and steadily, start at top the list again once you complete it.<\/p>\n\n\n\n
What if you need to ask for a reference or a favor from a person with whom you are not in regular touch. The best way to is to be honest, there is no point in coming up with a phony reason to get in touch with them and ask for what you want. Your honesty will be appreciated, after that do thank them and make an effort to stay in touch with them. See that your nurture this set of contacts where you have already made a start.<\/p>\n\n\n\n
Once, when I was looking out for a job using my network, I made it a point to call and thank all those who forwarded my resume to their contacts and I sent a book as a gift to thank all those contacts whose help took me to the interview stage. I did it without any motive and what amazed me was the warmth from these contacts in all my future interactions.<\/p>\n\n\n\n
Second area to focus on are the professional events - there will be events where your technical or managerial domain will be the focus. You may be sponsored\/encouraged by your organizations to attend them, do not let is pass citing an excuse of being busy. Do make time to attend a few of them. If you find that you do not have this opportunity then see that you find such events and enroll yourself.<\/p>\n\n\n\n
In my experience these events certainly help you make a few contacts, you will always find a few persons whom you will find interesting and knowledgeable and connect effortlessly. The key is to nurture this - see that you follow-up with a mail and\/or a call.<\/p>\n\n\n\n
If you are the type who feels inhibited to make an opening, then do not worry. I was advised by one of my mentors to just listen and not worry about talking and enjoy being there. If you listen and observe intently you will find yourself talking soon. Your focus on the interactions and not on your perceived ability, does the trick. Try it a couple of times and see for yourself.<\/p>\n\n\n\n
Lastly, for anything to succeed one has to have the desire, then comes the effort and discipline for achieving it. A small progress or a step with positive result, is the best encouragement for you to strive towards your goals. Do ponder on your actions and results to stay focused on continuing to do this.<\/p>\n\n\n\n
One related question I hear from many of my coachees is \"visibility\" within the organization. More on that in a later post.<\/p>\n","post_title":"Networking - when and how to begin?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"networking-when-and-how-to-begin","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:58","post_modified_gmt":"2024-01-29 14:50:58","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1521","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1517,"post_author":"30","post_date":"2014-10-29 09:30:26","post_date_gmt":"2014-10-29 04:00:26","post_content":"\n
$\"sell-it\"$ <\/a><\/figure>\n\n\n\n
As a child, I used to come up with various ideas for almost anything, and ask for Rs. 1000\/- per idea. Being a child, nobody would want to pay money, that too a thousand Rupees \u2013 but, I would get something else as an appreciation for my efforts. A toffee, a cone ice cream etc.<\/p>\n\n\n\n
Further on, when I used to be active in small groups, selling was more of ideas and to get the team to converge on something, that the group can take as an action.<\/p>\n\n\n\n
As a team leader, I needed to sell the vision of the project to the team, to get everybody\u2019s buy in.<\/p>\n\n\n\n
More recently, I have been in contact with many aspiring and active entrepreneurs. Selling is something that they do with every breath.<\/p>\n\n\n\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 10 of 12 Previous 1 … 9 10 11 12 Next

\n
Do you have any similar experiences? Would like to hear them as well as your views.<\/p>\n","post_title":"Keeping Daily Scrum focused...","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"keeping-daily-scrum-focused","to_ping":"","pinged":"","post_modified":"2024-01-29 14:49:32","post_modified_gmt":"2024-01-29 14:49:32","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3510","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3343,"post_author":"26","post_date":"2015-05-15 09:38:10","post_date_gmt":"2015-05-15 04:08:10","post_content":"\n
As a coach, a recurring situation one faces, towards the end of the first sprint after the coaching has started, is the push and shove to the retrospective. After seemingly making the team understand that two key aspect of Agile Scrum are to surface the problems at the earliest<\/strong> and avoiding any kind of waste<\/strong>. I naively expected that the team will be eager to do the retrospective, but wiser now.<\/p>\n\n\n\n
$\"lookingback\"$ <\/figure>\n\n\n\n
<\/p>\n\n\n\n
The team will be scrambling to wrap up the work and close all stories to meet the sprint commitment made, the sprint will be kept open till the the very end and at times a few hours into the next sprint. The Sprint Planning for next sprint has to start, the Sprint Review needs to happen for stories to be closed, where is the time for retrospective? Can it be done next time?<\/p>\n\n\n\n
At times they combine Retrospective and Sprint Planning, which results in speeding through the retrospective and getting quickly into the planning. Add to this the different locations and time zones of the PO and Scrum Team. The retrospective at times is scheduled after Sprint Planning, which is anyway better than not having it at all.<\/p>\n\n\n\n
So here is how it goes, the three questions are asked, inputs collated and a mail sent to all stakeholders and the collated inputs made available in a common area. Very less focus on listening to each other and trying to resolve issues.<\/p>\n\n\n\n
The way I deal with this is that I share with the Scrum Master and team on how an ideal Retrospective should proceed and leave it to them to get close to it:
- Use post-its to capture what went well, stick on board, have one of team read all of it. Clarify any point that is not clear,
- Same for what did not go well,
- Same for what they would start to do,
- At this juncture prioritize the start to do\/action items and brainstorm, starting from top till the time runs out.<\/p>\n\n\n\n
This has worked well, teams typically identify one to three items and come up with reasonable details for implementing them. If required I remind them of these mid sprint, some steps are taken and progress made, this helps in them getting into the habit of doing retrospectives regularly.<\/p>\n\n\n\n
One more point to note is that a problem that seems \u201ca way of life\u201d, at end of first sprint may get some solutions, in the subsequent sprint. My reading of this is that the problem when noted first is annoying and frustrating, team is mentally tired to work on it. But when the same problem surfaces again, they are able to come up with a solution, as the frustration is vented in past.<\/p>\n\n\n\n
Let me share one example. This is to do with a scarce DBA resource causing stories to be re-opened due to delayed inputs\/review. At the end of first sprint they made note of this issue and came out strongly on \u201cthis how it is going to be\u201d, \u201cwe have escalated enough already in past\u201d. The issue surfaced again in next sprint, as it was discussed before, the emotions were in check. One of team suggested that we use the grooming pattern, i.e., plan\/do in advance. They figured out a way to deal with it.<\/p>\n\n\n\n
Another oft repeating issue is the frustration of not being able to close a story, because just the show and tell (demo) could not happen, or a build and test in correct environment was not completed due to big queue in CM. The team argues for closing the story, they feel that they are loosing story points for no fault of theirs. Here as a coach, one has to reinforce the concept of \u201cDone\u201d and revisit the concept of \u201cVelocity\u201d.<\/p>\n","post_title":"Initial coaching interventions for Retrospectives","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"initial-coaching-interventions-for-retrospectives","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:04","post_modified_gmt":"2024-01-29 14:50:04","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3343","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3339,"post_author":"26","post_date":"2015-04-11 09:33:55","post_date_gmt":"2015-04-11 04:03:55","post_content":"\n
Teams new to Scrum have a product backlog. The backlog will be groomed to some degree, typically have clarity for up to one to two sprints. The priority will be clear, with fair amount of detail on the requirements. The estimates may be present, it could be story points or a masked form of an effort estimate.<\/p>\n\n\n\n
The Product Owner (PO), who is not co-located in most of the teams will participate in Sprint Planning and along with the Scrum Master and team pick a set of stories to be done in the Sprint. After this the team jumps into doing the work. Detailed Sprint Planning is given a miss as PO will not be available for the entire duration and the team reluctant to do task based estimate for variety of reasons, if they do it is done by a few senior members of the team.<\/p>\n\n\n\n
This is where the first intervention from coach is needed, coax them to do detailed planning i.e., break down the stories into tasks and corresponding effort estimates. Insist that the entire team be involved and ensure that they balance the work they are taking up with the capacity the team has. Here is where they get to see one of the characteristics of Scrum \u2013 uncovering the problems at the earliest, and as a coach one should ensure that they become aware of it.<\/p>\n\n\n\n
$\"Sprint_Plan_1\"$ <\/figure>\n\n\n\n
Few things they discover:
- there may not be enough Analysis\/Dev\/DBA\/QA capacity in the team
- some of the team may not be fully utilized
- as they break down stories to tasks they realize that some stories cannot be completed, due to external dependencies, that is unlikely to be fulfilled.
- they may require more information from the PO.
- lastly the entire team gains an understanding what is planned to be accomplished.<\/p>\n\n\n\n
And it is interesting to see how they work around this:
- make use of team members not fully utilized to accomplish some of the tasks.
- the above at times involves redistributing the work, so that team members volunteering outside their domain, can take up relatively simpler tasks.
- go back to PO\/stakeholders and try to get the dependencies resolved or pick another story, this one requires a push from coach.
- get clarity on requirements from PO, this has to happen the next day.
- re-adjust the sprint backlog taking the above into account.<\/p>\n\n\n\n
$\"Sprint_Plan_2\"$ <\/figure>\n\n\n\n
At times guidelines are adhered to, planning sessions is time-boxed, they assume that all planning needs to happen in one sitting. Here is where, as a coach, one has to make them see the \"why\" behind a particular step, \"what\" outcome is desired? The outcome of having a proper Sprint Plan is more important than accomplishing it a single time-boxed session.<\/p>\n\n\n\n
As they complete this they realize that in past sprints, they grappled with these issues, towards the end of the sprint. Now they have ample time to cope with it \u2013 the benefit of Scrum uncovering problems earlier is leveraged.<\/p>\n\n\n\n
There is reluctance to do task effort estimates. In the traditional planning task estimates are done for entire project even with some requirements not being clear. This would have resulted in lot of waste, this coupled with notion that agile means no planning is the major cause of the reluctance. As a coach, one needs to highlight that there is better clarity on requirements and it is being done for just a sprint, so there is no waste. The reluctance is also due to lack of understanding of the difference between story point, size and effort estimates, this needs to be addressed.<\/p>\n\n\n\n
At this juncture the team is ready to make and take on the commitment with higher confidence. You can see the related blog on retrospectives.<\/p>\n","post_title":"Initial coaching interventions for Sprint Planning","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"initial-coaching-interventions-for-sprint-planning","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:24","post_modified_gmt":"2024-01-29 14:50:24","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3339","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1519,"post_author":"33","post_date":"2014-11-09 12:15:54","post_date_gmt":"2014-11-09 06:45:54","post_content":"\n
$\"\"\/$ <\/figure>\n\n\n\n
  <\/p>\n\n\n\n
Leaders have only two jobs:<\/p>\n\n\n\n
1) Getting work done<\/p>\n\n\n\n
2) Growing the people<\/p>\n\n\n\n
Coaching as a leadership\/management style achieves both.<\/p>\n\n\n\n
With Command & Control approach, managers may get the work done in the short term, by force. But that might have negative impacts on the team in terms of :<\/p>\n\n\n\n
- Lack of ownership<\/p>\n\n\n\n
- Low motivation<\/p>\n\n\n\n
- Poor quality output<\/p>\n\n\n\n
- Low productivity<\/p>\n\n\n\n
- Missed schedules etc.<\/p>\n\n\n\n
Command & Control might also impact development of team members negatively. Teams might wait for manager to give instruction. They might hesitate to take initiative as it might get overruled by the manager. They might stop thinking new & innovative ideas as the manager will always tell them what to do.<\/p>\n\n\n\n
On the other hand, with Coaching as the leadership style, managers will empower the team members to come out with new ideas, solutions and encourage them to implement them. They will help the team members to discover their strengths by asking questions & challenging them. This builds motivation and ownership in the team members.<\/p>\n\n\n\n
Having said that, there are situations where Managers need to use command & control approaches. For example, in a fire fighting situation where extremely quick response in needed. There will be a need for different approaches for different team members \u2013 someone may need more directive input & constant oversight and someone may need a lot of freedom.<\/p>\n\n\n\n
A good leader is one who has high self awareness, self-regulation, self-motivation and empathy through which he\/she can sense and respond differently, in a conscious way, to different situations & different people.<\/p>\n\n\n\n
However, to be a good Leader, coaching way of management style should be the most natural approach and command & control should be the exception.<\/p>\n","post_title":"Coaching vs Command & Control style of Management","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"coaching-vs-command-control-style-of-management","to_ping":"","pinged":"","post_modified":"2024-01-29 15:34:20","post_modified_gmt":"2024-01-29 15:34:20","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1519","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1456,"post_author":"31","post_date":"2014-11-09 12:15:37","post_date_gmt":"2014-11-09 06:45:37","post_content":"\n
In an earlier article \u201cJourney of a coach \u2013 theory & practice (Part I)<\/a>, we introduced the \u201ccircles of influence\u201d which form the context (see diagram below) for coaching process.<\/p>\n\n\n\n
$\"image\"$ <\/a> The circles in the diagram above have a significant bearing on coaching effectiveness and need to be addressed by the coach using the theory of coaching (such as Whitmore\u2019s book on \u201cCoaching for Performance\u201d). In the case of some circles, the theory may \u201cend\u201d at some point and the coach will have \u201cinterpret\u201d and \u201cextend\u201d it for the specific coachee situation at hand.<\/p>\n\n\n\n
We covered the following in Part I of this article:<\/p>\n\n\n\n
\u00b7 Circle #1: Are all situations \u201ccoaching situations\u201d?<\/p>\n\n\n\n
\u00b7 Circle #2: Are people always receptive to coaching?<\/p>\n\n\n\n
In this Part II, we will cover the two remaining circles.<\/p>\n\n\n\n
Circle #3: Are coaches sometimes helpless?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
Circle #3 above regarding \u201cbeliefs, perceptions and personal circumstances\u201d can actually be quite a hard shell hindering coaching progress. But it is often an invisible hard shell because people will share only so much of their innermost beliefs and personal circumstances even though they are impacting their work performance. Coaches make chance discoveries of this shell in the Reality check part (that is, the current state of affairs that needs to improve to meet the Goal) of the Goal-Reality-Options-Will (GROW) model of Whitmore. Here are examples:<\/p>\n\n\n\n
\u00b7 A coachee once candidly admitted that he was himself the reason for his declining performance at work. The reason was that his family was going through his sister\u2019s painful divorce in the US and her life coming back to India. He just could not go about work as usual<\/p>\n\n\n\n
\u00b7 A second coachee had a lot of issues with his manager. He felt that the manager\u2019s lack of domain knowledge resulted in his not realizing & recognizing the value of the coachee\u2019s work. In addition, the coachee seemed to indicate that lack of recognition of his work had to do with his belonging to a minority religious community in India<\/p>\n\n\n\n
\u00b7 Yet another coachee told my colleague (also a Performance Coach) that her problems arose because her boss was an inveterate woman-hater<\/p>\n\n\n\n
These are situations of tight-rope walking for a performance coach! In situations of personal crisis, the coach may only help by sympathetic and patient listening. This may help the coachee more than one would think \u2013 just getting the problem \u201coff his chest\u201d often helps and relieves stress. Being less stressed, he may be able to come to grips with his personal predicament and deal with it better. However, coachee\u2019s entrenched beliefs on, say, religion and gender can be very challenging for the coach to deal with. Some deep-rooted beliefs may indicate pathology needing help from a trained therapist \u2013 far beyond the scope of performance coaching and the ability of the coach.<\/p>\n\n\n\n
Circle #4: Is the coachee\u2019s work environment conducive?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The last circle of influence is the coachee\u2019s work. Sometimes, people have told me that they are \u201cstuck\u201d in positions \u2013 say, \u201croutine\u201d software bug fixing and maintenance where there is really no scope for \u201clearning, enjoyment and fulfillment\u201d (you may like to read My Team is not motivated!!!<\/a> by my colleague Prasanna Moses on this). Most of us would agree that there is far less drudgery at work in today\u2019s knowledge-centric world than even just 30 years ago. We would also agree that there is no such thing as 100% \u201csexy\u201d work (unless of course, you are doing breakthrough work of your calling \u2013 say, in quantum computing). So, when coachees complain about their current work\/role and the lack of sexiness thereof, I ask them questions about what makes it boring, what they can do about it and so on \u2013 hopefully making them better aware of interesting possibilities in what they were doing. In some cases, people have hinted to me that they are considering quitting their \u201cboring\u201d job and looking for a reaction. Under such circumstances, to be fair to the coachee and to the coachee\u2019s employer (who is paying my fees!), I would say the best option is to ask the coachee questions exploring his rationale for leaving (without being judgmental on whether it is right or wrong) \u2013 like what does he think leaving the job will achieve, how will it get him closer to his goals, how is he sure that the same problems would not repeat themselves in the new organization and so on. The ultimate decision should be the coachee\u2019s based on introspection triggered by your questions. He may still choose to quit \u2013 but that is another matter! As far as you are concerned as a coach, you have played it fair & square. It is not unthinkable that you as the coach may actually agree with his rationale for seeking another job!<\/p>\n\n\n\n
A related aspect is also the organizational environment in which the coachee works \u2013 over & above his immediate work\/role discussed above. In sports coaching, the strong individual motivation is a given and the coachee has a great deal of control over what he can and cannot do to enhance his performance. The circumstances for software project managers are different. Their GROW model is in the context of an organization with its culture, policies, processes and so on. As a coach, I have encountered some real challenges here \u2013 the Project Manager may be aspiring to do something of value in his project but his line management and work environment may not be supportive. Some organizational policies can be insensitive to people and even draconian. In one software development organization, if project team members logged in less than 40 hours per week of approved work, there would be automatic cuts in their pay while the significant additional work needed at other times went scarcely noticed! How can one be expected to learn and enjoy their work in such an environment? In such cases, we do bring it up with the line management for addressing them and offer our help as well. To be honest, it worked sometimes and it did not in as many cases.<\/p>\n\n\n\n
In summary, as a practicing coach, you are bound to run into situations like the ones above which make you stop and ponder as to what extent theory can lead practice! You may need to introspect and think of newer ways of extending \u201ctheory\u201d or just use good old common sense and move on! At PM Power, we have the coaches\u2019 conclave where these situations are discussed to see how best to help the coachee considering all the circles of influence. It has significantly helped our coaches in specific situations and in honing their coaching skills in general.<\/p>\n\n\n\n
We invite you to share your coaching experiences (as a coach or a coachee) and we would be happy to share our perspectives which may be of help. You may reach us at info@pm-powerconsulting.com.<\/p>\n","post_title":"Journey of a coach - theory & practice (Part II)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-ii","to_ping":"","pinged":"","post_modified":"2024-01-29 10:54:32","post_modified_gmt":"2024-01-29 10:54:32","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1456","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1514,"post_author":"31","post_date":"2014-11-02 12:24:22","post_date_gmt":"2014-11-02 06:54:22","post_content":"\n
A speaker finishes a great speech \u2013 at least, HE thinks it is great! He then asks, \u201cAny questions?\u201d What does he expect? If I were him, I would expect the audience to demonstrate a level of understanding of what the speech was all about and ask meaningful questions - clarifying the ground covered and even extending from there.<\/p>\n\n\n\n
These are situations where one actually wants to be questioned to get a sense a satisfaction that the effort (the speech, in this case) has been worthwhile. But there are other situations where being questioned has a very negative connotation. It implies questioning the ability of the person being questioned or the work that he has done.<\/p>\n\n\n\n
The important thing is that the intent of questioning should be to seek understanding rather than putting down someone. Hence, even the tone of questioning is very important. Consider the difference between, \u201cWhy did you do THAT?\u201d and \u201cWhat are your reasons for doing THAT?\u201d<\/p>\n\n\n\n
The tone of the former question is judgmental while the same question asked differently demonstrates an openness and a neutral tone. The tone is important because it can either put people off & make them defensive or it can make them relaxed and explain their rationale for an idea or a course of action.<\/p>\n\n\n\n
From the above, it follows that there is a big difference between \u201cquestioning\u201d and \u201casking questions\u201d.<\/p>\n\n\n\n
$\"image\"$ <\/figure>\n\n\n\n
In the work context, a manager who adopts an approach of \u201casking questions\u201d enables an environment where his reportees apply their mind to the situation at hand and exercise their best judgment on the right course of action.<\/p>\n\n\n\n
The manager can use questions to expand the reportee\u2019s thinking and make him aware of aspects he may not have thought of (instead of just instructing him what to do).<\/p>\n\n\n\n
Hence asking questions contributes to the reportee\u2019s overall development and ability to deal with situations with minimal oversight. Equally important, it enables greater responsibility on the part of the reportee so that the implementation aspects of his suggestions are fully owned by him.<\/p>\n\n\n\n
Through this, the manager\u2019s time is also freed up from routine oversight functions to take up important but not urgent tasks.<\/p>\n\n\n\n
In a highly dynamic world, the approach of \u201casking questions\u201d is not just \u201ca nice to have\u201d but an imperative to empower people and ensure that the organization as a whole responds fast to changes in the environment.<\/p>\n\n\n\n
\u201cAsking questions\u201d is an essential part of the tool set of a coach who may be the line manager himself. You consciously adopt the approach for improving the \u201cawareness\u201d of the coachee and therefore, open his mind to his perceptions & other possibilities and take \u201cresponsibility\u201d for the options for actions that he chooses.<\/p>\n\n\n\n
Finally, adopting the approach of \u201casking questions\u201d needs a complementing skill which is ACTIVE listening. A coach cannot sustain a session of asking questions without actually listening well, understanding and re-phrasing of what the coachee says.<\/p>\n\n\n\n
As with most things in life, practice makes perfect \u2013 it takes time and experience to hone the approach of asking questions and the skill of active listening. But they can indeed be developed for individual and organizational benefit. The time to start is NOW!<\/p>\n","post_title":"Questioning and Asking Questions - what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"questioning-and-asking-questions-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:02","post_modified_gmt":"2024-01-29 10:55:02","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1514","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1448,"post_author":"31","post_date":"2014-11-02 06:59:09","post_date_gmt":"2014-11-02 01:29:09","post_content":"\n
This article is part of the series on \u201cJourney of a coach\u201d covering my experiences as a performance coach. You may have the read an earlier article in the series on \u201cJourney of a coach \u2013 the beginning\u201d<\/a>. The journey continues here...<\/p>\n\n\n\n
Yogi Berra, New York Yankees baseball player (arguably the best catcher of all time) said, \u201cIn theory, there is no difference between theory & practice. But in practice, there is!\u201d So, this article is about the theory & practice of coaching for performance \u2013 not baseball players but people managing software projects.<\/p>\n\n\n\n
In my context, the \u201ctheory\u201d was mostly \u201cCoaching for Performance\u201d by John Whitmore (by the way, there is another article of mine on Whitmore<\/a> if you are interested). The \u201cpractice\u201d was, of course, my actual experiences over the years.<\/p>\n\n\n\n
A caveat \u2013 I am not here to debunk theory and hail practice - as a cardiac surgeon might! I have a great deal of respect for Whitmore\u2019s book on Coaching for Performance. The book provided a solid reference and a practical guide for my work as a coach all these years.<\/p>\n\n\n\n
However, I do have my own \u201cinterpretations\u201d and \u201cextensions\u201d of the theory in actual practice which I wish to share. I will use the diagram below which shows the context for coaching.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
You can see the \u201ccircles of influence\u201d around the coachee which would have a bearing on coaching and its effectiveness. We will cover each of these circles with examples. Note that the coach\u2019s experience, beliefs and perceptions are also significant in the context in addition to his skills for coaching.<\/p>\n\n\n\n
Circle #1: Are all situations \u201ccoaching situations\u201d?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The first circle of influence is the coaching situation faced by the coachee at work. For example, it could be that he is recently promoted and finds gaining acceptance in his team a challenge.<\/p>\n\n\n\n
The question is whether all such work situations are amenable for coaching - whether you are the manager of the coachee or an external coach. If you follow the \u201ctheory\u201d (that is Whitmore), a coaching style can become the default management style of the entire organization for all occasions.<\/p>\n\n\n\n
In other words, all manager-reportee interactions can naturally follow the coaching style \u2013 the manager following the sequence of helping his reportee to identify the goal he is seeking to achieve, assess the current state of affairs, consider the available options to achieve the goal and making the commitment-making to make it happen.<\/p>\n\n\n\n
That is all very well, but what if you are a commando fighting a guerrilla war in a jungle and see a metal tube from the foliage pointing at you. Your commander (\u201cmanager\u201d) is not going to coach you through the situation, is he?<\/p>\n\n\n\n
There are also other equivalent (but less extreme) situations at work when time is of essence and all that the coachee needs is information or simple direction (like for example, how to balance staff loading in a project schedule).<\/p>\n\n\n\n
So, my interpretation of theory is that there is better pay-off of coaching in some situations than others. However, there are many, many work situations wherein the quality of work<\/b> or results<\/b> is very important, the learning<\/b> for the coachee very important and it is not an emergency<\/b>. Coaching is very relevant in those cases.<\/p>\n\n\n\n
Circle #2: Are people always receptive to coaching?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The next circle of influence is relating to how receptive people are to coaching even if their work situation was amenable for it.<\/p>\n\n\n\n
Are they motivated enough to become more aware<\/b> and take responsibility<\/b> by themselves and not just because their employer has enrolled them in a training & coaching program?<\/p>\n\n\n\n
Maslow\u2019s theory is that motivation is linked to the stage an individual is at in a hierarchy of needs (see diagram below from Whitmore\u2019s Coaching for Performance). Note that Whitmore has split Maslow\u2019s Esteem stage into two \u2013 Esteem from others and Self-esteem.<\/p>\n\n\n\n
At the stage of Esteem from others, one is looking \u201cexternal\u201d recognition and prestige as motivators. At the stage of Self-esteem, external motivators tend to become less important. More important is the need to make a difference and being empowered to do so enhancing self-esteem. This self-esteem stage is where coaching makes the biggest impact for personal growth.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
Source: Coaching for Performance by John Whitmore<\/i><\/p>\n\n\n\n
There are a few more \u201ccircles\u201d to cover which we will in Part II of the article.<\/p>\n\n\n\n
Till then...<\/p>\n","post_title":"Journey of a coach - theory & practice (Part I)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-i","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:34","post_modified_gmt":"2024-01-29 10:55:34","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1521,"post_author":"26","post_date":"2014-10-30 10:57:02","post_date_gmt":"2014-10-30 05:27:02","post_content":"\n
$\"Network_whenhow2\"$ <\/a><\/figure>\n\n\n\n
One is never without a network and if you are reading this - it may be more to know how to grow it and\/or to overcome obstacles, often due to one's level comfort with so called \"networking\".<\/p>\n\n\n\n
If you look at how you:<\/p>\n\n\n\n
\n
got the opportunity to work in your current position<\/li>\n\n\n\n
got into your college\/school<\/li>\n\n\n\n
got your house on rent or bought your apartment<\/li>\n<\/ul>\n\n\n\n
you will see that a network - formal, informal or virtual (internet based) was at play.<\/p>\n\n\n\n
I will focus on growing your professional network and a few simple steps for it and not delve into specifics of social media, as all of you would be familiar with it.<\/p>\n\n\n\n
First, start with your existing network - which will be your current and past colleagues, your college and school alumni, friends and family. See that you stay in touch with them, by meeting them up or electronically, if you are not in touch start right away. Sending greetings for important occasions, festivals and events is a good way to start. Make it a point to call a few of them over the commute\/ weekends and work on the complete list slowly and steadily, start at top the list again once you complete it.<\/p>\n\n\n\n
What if you need to ask for a reference or a favor from a person with whom you are not in regular touch. The best way to is to be honest, there is no point in coming up with a phony reason to get in touch with them and ask for what you want. Your honesty will be appreciated, after that do thank them and make an effort to stay in touch with them. See that your nurture this set of contacts where you have already made a start.<\/p>\n\n\n\n
Once, when I was looking out for a job using my network, I made it a point to call and thank all those who forwarded my resume to their contacts and I sent a book as a gift to thank all those contacts whose help took me to the interview stage. I did it without any motive and what amazed me was the warmth from these contacts in all my future interactions.<\/p>\n\n\n\n
Second area to focus on are the professional events - there will be events where your technical or managerial domain will be the focus. You may be sponsored\/encouraged by your organizations to attend them, do not let is pass citing an excuse of being busy. Do make time to attend a few of them. If you find that you do not have this opportunity then see that you find such events and enroll yourself.<\/p>\n\n\n\n
In my experience these events certainly help you make a few contacts, you will always find a few persons whom you will find interesting and knowledgeable and connect effortlessly. The key is to nurture this - see that you follow-up with a mail and\/or a call.<\/p>\n\n\n\n
If you are the type who feels inhibited to make an opening, then do not worry. I was advised by one of my mentors to just listen and not worry about talking and enjoy being there. If you listen and observe intently you will find yourself talking soon. Your focus on the interactions and not on your perceived ability, does the trick. Try it a couple of times and see for yourself.<\/p>\n\n\n\n
Lastly, for anything to succeed one has to have the desire, then comes the effort and discipline for achieving it. A small progress or a step with positive result, is the best encouragement for you to strive towards your goals. Do ponder on your actions and results to stay focused on continuing to do this.<\/p>\n\n\n\n
One related question I hear from many of my coachees is \"visibility\" within the organization. More on that in a later post.<\/p>\n","post_title":"Networking - when and how to begin?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"networking-when-and-how-to-begin","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:58","post_modified_gmt":"2024-01-29 14:50:58","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1521","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1517,"post_author":"30","post_date":"2014-10-29 09:30:26","post_date_gmt":"2014-10-29 04:00:26","post_content":"\n
$\"sell-it\"$ <\/a><\/figure>\n\n\n\n
As a child, I used to come up with various ideas for almost anything, and ask for Rs. 1000\/- per idea. Being a child, nobody would want to pay money, that too a thousand Rupees \u2013 but, I would get something else as an appreciation for my efforts. A toffee, a cone ice cream etc.<\/p>\n\n\n\n
Further on, when I used to be active in small groups, selling was more of ideas and to get the team to converge on something, that the group can take as an action.<\/p>\n\n\n\n
As a team leader, I needed to sell the vision of the project to the team, to get everybody\u2019s buy in.<\/p>\n\n\n\n
More recently, I have been in contact with many aspiring and active entrepreneurs. Selling is something that they do with every breath.<\/p>\n\n\n\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

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\n
One practice that will help - is the updating of remaining hours on the task. This if done regularly, will surface in the Daily Scrum and result in update being more specific. If the remaining hours on a task is a fraction of the day, it prompts the team member to the \u201cwhat next\u201d thinking, and share the same.<\/p>\n\n\n\n
Do you have any similar experiences? Would like to hear them as well as your views.<\/p>\n","post_title":"Keeping Daily Scrum focused...","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"keeping-daily-scrum-focused","to_ping":"","pinged":"","post_modified":"2024-01-29 14:49:32","post_modified_gmt":"2024-01-29 14:49:32","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3510","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3343,"post_author":"26","post_date":"2015-05-15 09:38:10","post_date_gmt":"2015-05-15 04:08:10","post_content":"\n
As a coach, a recurring situation one faces, towards the end of the first sprint after the coaching has started, is the push and shove to the retrospective. After seemingly making the team understand that two key aspect of Agile Scrum are to surface the problems at the earliest<\/strong> and avoiding any kind of waste<\/strong>. I naively expected that the team will be eager to do the retrospective, but wiser now.<\/p>\n\n\n\n
$\"lookingback\"$ <\/figure>\n\n\n\n
<\/p>\n\n\n\n
The team will be scrambling to wrap up the work and close all stories to meet the sprint commitment made, the sprint will be kept open till the the very end and at times a few hours into the next sprint. The Sprint Planning for next sprint has to start, the Sprint Review needs to happen for stories to be closed, where is the time for retrospective? Can it be done next time?<\/p>\n\n\n\n
At times they combine Retrospective and Sprint Planning, which results in speeding through the retrospective and getting quickly into the planning. Add to this the different locations and time zones of the PO and Scrum Team. The retrospective at times is scheduled after Sprint Planning, which is anyway better than not having it at all.<\/p>\n\n\n\n
So here is how it goes, the three questions are asked, inputs collated and a mail sent to all stakeholders and the collated inputs made available in a common area. Very less focus on listening to each other and trying to resolve issues.<\/p>\n\n\n\n
The way I deal with this is that I share with the Scrum Master and team on how an ideal Retrospective should proceed and leave it to them to get close to it:
- Use post-its to capture what went well, stick on board, have one of team read all of it. Clarify any point that is not clear,
- Same for what did not go well,
- Same for what they would start to do,
- At this juncture prioritize the start to do\/action items and brainstorm, starting from top till the time runs out.<\/p>\n\n\n\n
This has worked well, teams typically identify one to three items and come up with reasonable details for implementing them. If required I remind them of these mid sprint, some steps are taken and progress made, this helps in them getting into the habit of doing retrospectives regularly.<\/p>\n\n\n\n
One more point to note is that a problem that seems \u201ca way of life\u201d, at end of first sprint may get some solutions, in the subsequent sprint. My reading of this is that the problem when noted first is annoying and frustrating, team is mentally tired to work on it. But when the same problem surfaces again, they are able to come up with a solution, as the frustration is vented in past.<\/p>\n\n\n\n
Let me share one example. This is to do with a scarce DBA resource causing stories to be re-opened due to delayed inputs\/review. At the end of first sprint they made note of this issue and came out strongly on \u201cthis how it is going to be\u201d, \u201cwe have escalated enough already in past\u201d. The issue surfaced again in next sprint, as it was discussed before, the emotions were in check. One of team suggested that we use the grooming pattern, i.e., plan\/do in advance. They figured out a way to deal with it.<\/p>\n\n\n\n
Another oft repeating issue is the frustration of not being able to close a story, because just the show and tell (demo) could not happen, or a build and test in correct environment was not completed due to big queue in CM. The team argues for closing the story, they feel that they are loosing story points for no fault of theirs. Here as a coach, one has to reinforce the concept of \u201cDone\u201d and revisit the concept of \u201cVelocity\u201d.<\/p>\n","post_title":"Initial coaching interventions for Retrospectives","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"initial-coaching-interventions-for-retrospectives","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:04","post_modified_gmt":"2024-01-29 14:50:04","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3343","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3339,"post_author":"26","post_date":"2015-04-11 09:33:55","post_date_gmt":"2015-04-11 04:03:55","post_content":"\n
Teams new to Scrum have a product backlog. The backlog will be groomed to some degree, typically have clarity for up to one to two sprints. The priority will be clear, with fair amount of detail on the requirements. The estimates may be present, it could be story points or a masked form of an effort estimate.<\/p>\n\n\n\n
The Product Owner (PO), who is not co-located in most of the teams will participate in Sprint Planning and along with the Scrum Master and team pick a set of stories to be done in the Sprint. After this the team jumps into doing the work. Detailed Sprint Planning is given a miss as PO will not be available for the entire duration and the team reluctant to do task based estimate for variety of reasons, if they do it is done by a few senior members of the team.<\/p>\n\n\n\n
This is where the first intervention from coach is needed, coax them to do detailed planning i.e., break down the stories into tasks and corresponding effort estimates. Insist that the entire team be involved and ensure that they balance the work they are taking up with the capacity the team has. Here is where they get to see one of the characteristics of Scrum \u2013 uncovering the problems at the earliest, and as a coach one should ensure that they become aware of it.<\/p>\n\n\n\n
$\"Sprint_Plan_1\"$ <\/figure>\n\n\n\n
Few things they discover:
- there may not be enough Analysis\/Dev\/DBA\/QA capacity in the team
- some of the team may not be fully utilized
- as they break down stories to tasks they realize that some stories cannot be completed, due to external dependencies, that is unlikely to be fulfilled.
- they may require more information from the PO.
- lastly the entire team gains an understanding what is planned to be accomplished.<\/p>\n\n\n\n
And it is interesting to see how they work around this:
- make use of team members not fully utilized to accomplish some of the tasks.
- the above at times involves redistributing the work, so that team members volunteering outside their domain, can take up relatively simpler tasks.
- go back to PO\/stakeholders and try to get the dependencies resolved or pick another story, this one requires a push from coach.
- get clarity on requirements from PO, this has to happen the next day.
- re-adjust the sprint backlog taking the above into account.<\/p>\n\n\n\n
$\"Sprint_Plan_2\"$ <\/figure>\n\n\n\n
At times guidelines are adhered to, planning sessions is time-boxed, they assume that all planning needs to happen in one sitting. Here is where, as a coach, one has to make them see the \"why\" behind a particular step, \"what\" outcome is desired? The outcome of having a proper Sprint Plan is more important than accomplishing it a single time-boxed session.<\/p>\n\n\n\n
As they complete this they realize that in past sprints, they grappled with these issues, towards the end of the sprint. Now they have ample time to cope with it \u2013 the benefit of Scrum uncovering problems earlier is leveraged.<\/p>\n\n\n\n
There is reluctance to do task effort estimates. In the traditional planning task estimates are done for entire project even with some requirements not being clear. This would have resulted in lot of waste, this coupled with notion that agile means no planning is the major cause of the reluctance. As a coach, one needs to highlight that there is better clarity on requirements and it is being done for just a sprint, so there is no waste. The reluctance is also due to lack of understanding of the difference between story point, size and effort estimates, this needs to be addressed.<\/p>\n\n\n\n
At this juncture the team is ready to make and take on the commitment with higher confidence. You can see the related blog on retrospectives.<\/p>\n","post_title":"Initial coaching interventions for Sprint Planning","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"initial-coaching-interventions-for-sprint-planning","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:24","post_modified_gmt":"2024-01-29 14:50:24","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3339","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1519,"post_author":"33","post_date":"2014-11-09 12:15:54","post_date_gmt":"2014-11-09 06:45:54","post_content":"\n
$\"\"\/$ <\/figure>\n\n\n\n
  <\/p>\n\n\n\n
Leaders have only two jobs:<\/p>\n\n\n\n
1) Getting work done<\/p>\n\n\n\n
2) Growing the people<\/p>\n\n\n\n
Coaching as a leadership\/management style achieves both.<\/p>\n\n\n\n
With Command & Control approach, managers may get the work done in the short term, by force. But that might have negative impacts on the team in terms of :<\/p>\n\n\n\n
- Lack of ownership<\/p>\n\n\n\n
- Low motivation<\/p>\n\n\n\n
- Poor quality output<\/p>\n\n\n\n
- Low productivity<\/p>\n\n\n\n
- Missed schedules etc.<\/p>\n\n\n\n
Command & Control might also impact development of team members negatively. Teams might wait for manager to give instruction. They might hesitate to take initiative as it might get overruled by the manager. They might stop thinking new & innovative ideas as the manager will always tell them what to do.<\/p>\n\n\n\n
On the other hand, with Coaching as the leadership style, managers will empower the team members to come out with new ideas, solutions and encourage them to implement them. They will help the team members to discover their strengths by asking questions & challenging them. This builds motivation and ownership in the team members.<\/p>\n\n\n\n
Having said that, there are situations where Managers need to use command & control approaches. For example, in a fire fighting situation where extremely quick response in needed. There will be a need for different approaches for different team members \u2013 someone may need more directive input & constant oversight and someone may need a lot of freedom.<\/p>\n\n\n\n
A good leader is one who has high self awareness, self-regulation, self-motivation and empathy through which he\/she can sense and respond differently, in a conscious way, to different situations & different people.<\/p>\n\n\n\n
However, to be a good Leader, coaching way of management style should be the most natural approach and command & control should be the exception.<\/p>\n","post_title":"Coaching vs Command & Control style of Management","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"coaching-vs-command-control-style-of-management","to_ping":"","pinged":"","post_modified":"2024-01-29 15:34:20","post_modified_gmt":"2024-01-29 15:34:20","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1519","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1456,"post_author":"31","post_date":"2014-11-09 12:15:37","post_date_gmt":"2014-11-09 06:45:37","post_content":"\n
In an earlier article \u201cJourney of a coach \u2013 theory & practice (Part I)<\/a>, we introduced the \u201ccircles of influence\u201d which form the context (see diagram below) for coaching process.<\/p>\n\n\n\n
$\"image\"$ <\/a> The circles in the diagram above have a significant bearing on coaching effectiveness and need to be addressed by the coach using the theory of coaching (such as Whitmore\u2019s book on \u201cCoaching for Performance\u201d). In the case of some circles, the theory may \u201cend\u201d at some point and the coach will have \u201cinterpret\u201d and \u201cextend\u201d it for the specific coachee situation at hand.<\/p>\n\n\n\n
We covered the following in Part I of this article:<\/p>\n\n\n\n
\u00b7 Circle #1: Are all situations \u201ccoaching situations\u201d?<\/p>\n\n\n\n
\u00b7 Circle #2: Are people always receptive to coaching?<\/p>\n\n\n\n
In this Part II, we will cover the two remaining circles.<\/p>\n\n\n\n
Circle #3: Are coaches sometimes helpless?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
Circle #3 above regarding \u201cbeliefs, perceptions and personal circumstances\u201d can actually be quite a hard shell hindering coaching progress. But it is often an invisible hard shell because people will share only so much of their innermost beliefs and personal circumstances even though they are impacting their work performance. Coaches make chance discoveries of this shell in the Reality check part (that is, the current state of affairs that needs to improve to meet the Goal) of the Goal-Reality-Options-Will (GROW) model of Whitmore. Here are examples:<\/p>\n\n\n\n
\u00b7 A coachee once candidly admitted that he was himself the reason for his declining performance at work. The reason was that his family was going through his sister\u2019s painful divorce in the US and her life coming back to India. He just could not go about work as usual<\/p>\n\n\n\n
\u00b7 A second coachee had a lot of issues with his manager. He felt that the manager\u2019s lack of domain knowledge resulted in his not realizing & recognizing the value of the coachee\u2019s work. In addition, the coachee seemed to indicate that lack of recognition of his work had to do with his belonging to a minority religious community in India<\/p>\n\n\n\n
\u00b7 Yet another coachee told my colleague (also a Performance Coach) that her problems arose because her boss was an inveterate woman-hater<\/p>\n\n\n\n
These are situations of tight-rope walking for a performance coach! In situations of personal crisis, the coach may only help by sympathetic and patient listening. This may help the coachee more than one would think \u2013 just getting the problem \u201coff his chest\u201d often helps and relieves stress. Being less stressed, he may be able to come to grips with his personal predicament and deal with it better. However, coachee\u2019s entrenched beliefs on, say, religion and gender can be very challenging for the coach to deal with. Some deep-rooted beliefs may indicate pathology needing help from a trained therapist \u2013 far beyond the scope of performance coaching and the ability of the coach.<\/p>\n\n\n\n
Circle #4: Is the coachee\u2019s work environment conducive?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The last circle of influence is the coachee\u2019s work. Sometimes, people have told me that they are \u201cstuck\u201d in positions \u2013 say, \u201croutine\u201d software bug fixing and maintenance where there is really no scope for \u201clearning, enjoyment and fulfillment\u201d (you may like to read My Team is not motivated!!!<\/a> by my colleague Prasanna Moses on this). Most of us would agree that there is far less drudgery at work in today\u2019s knowledge-centric world than even just 30 years ago. We would also agree that there is no such thing as 100% \u201csexy\u201d work (unless of course, you are doing breakthrough work of your calling \u2013 say, in quantum computing). So, when coachees complain about their current work\/role and the lack of sexiness thereof, I ask them questions about what makes it boring, what they can do about it and so on \u2013 hopefully making them better aware of interesting possibilities in what they were doing. In some cases, people have hinted to me that they are considering quitting their \u201cboring\u201d job and looking for a reaction. Under such circumstances, to be fair to the coachee and to the coachee\u2019s employer (who is paying my fees!), I would say the best option is to ask the coachee questions exploring his rationale for leaving (without being judgmental on whether it is right or wrong) \u2013 like what does he think leaving the job will achieve, how will it get him closer to his goals, how is he sure that the same problems would not repeat themselves in the new organization and so on. The ultimate decision should be the coachee\u2019s based on introspection triggered by your questions. He may still choose to quit \u2013 but that is another matter! As far as you are concerned as a coach, you have played it fair & square. It is not unthinkable that you as the coach may actually agree with his rationale for seeking another job!<\/p>\n\n\n\n
A related aspect is also the organizational environment in which the coachee works \u2013 over & above his immediate work\/role discussed above. In sports coaching, the strong individual motivation is a given and the coachee has a great deal of control over what he can and cannot do to enhance his performance. The circumstances for software project managers are different. Their GROW model is in the context of an organization with its culture, policies, processes and so on. As a coach, I have encountered some real challenges here \u2013 the Project Manager may be aspiring to do something of value in his project but his line management and work environment may not be supportive. Some organizational policies can be insensitive to people and even draconian. In one software development organization, if project team members logged in less than 40 hours per week of approved work, there would be automatic cuts in their pay while the significant additional work needed at other times went scarcely noticed! How can one be expected to learn and enjoy their work in such an environment? In such cases, we do bring it up with the line management for addressing them and offer our help as well. To be honest, it worked sometimes and it did not in as many cases.<\/p>\n\n\n\n
In summary, as a practicing coach, you are bound to run into situations like the ones above which make you stop and ponder as to what extent theory can lead practice! You may need to introspect and think of newer ways of extending \u201ctheory\u201d or just use good old common sense and move on! At PM Power, we have the coaches\u2019 conclave where these situations are discussed to see how best to help the coachee considering all the circles of influence. It has significantly helped our coaches in specific situations and in honing their coaching skills in general.<\/p>\n\n\n\n
We invite you to share your coaching experiences (as a coach or a coachee) and we would be happy to share our perspectives which may be of help. You may reach us at info@pm-powerconsulting.com.<\/p>\n","post_title":"Journey of a coach - theory & practice (Part II)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-ii","to_ping":"","pinged":"","post_modified":"2024-01-29 10:54:32","post_modified_gmt":"2024-01-29 10:54:32","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1456","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1514,"post_author":"31","post_date":"2014-11-02 12:24:22","post_date_gmt":"2014-11-02 06:54:22","post_content":"\n
A speaker finishes a great speech \u2013 at least, HE thinks it is great! He then asks, \u201cAny questions?\u201d What does he expect? If I were him, I would expect the audience to demonstrate a level of understanding of what the speech was all about and ask meaningful questions - clarifying the ground covered and even extending from there.<\/p>\n\n\n\n
These are situations where one actually wants to be questioned to get a sense a satisfaction that the effort (the speech, in this case) has been worthwhile. But there are other situations where being questioned has a very negative connotation. It implies questioning the ability of the person being questioned or the work that he has done.<\/p>\n\n\n\n
The important thing is that the intent of questioning should be to seek understanding rather than putting down someone. Hence, even the tone of questioning is very important. Consider the difference between, \u201cWhy did you do THAT?\u201d and \u201cWhat are your reasons for doing THAT?\u201d<\/p>\n\n\n\n
The tone of the former question is judgmental while the same question asked differently demonstrates an openness and a neutral tone. The tone is important because it can either put people off & make them defensive or it can make them relaxed and explain their rationale for an idea or a course of action.<\/p>\n\n\n\n
From the above, it follows that there is a big difference between \u201cquestioning\u201d and \u201casking questions\u201d.<\/p>\n\n\n\n
$\"image\"$ <\/figure>\n\n\n\n
In the work context, a manager who adopts an approach of \u201casking questions\u201d enables an environment where his reportees apply their mind to the situation at hand and exercise their best judgment on the right course of action.<\/p>\n\n\n\n
The manager can use questions to expand the reportee\u2019s thinking and make him aware of aspects he may not have thought of (instead of just instructing him what to do).<\/p>\n\n\n\n
Hence asking questions contributes to the reportee\u2019s overall development and ability to deal with situations with minimal oversight. Equally important, it enables greater responsibility on the part of the reportee so that the implementation aspects of his suggestions are fully owned by him.<\/p>\n\n\n\n
Through this, the manager\u2019s time is also freed up from routine oversight functions to take up important but not urgent tasks.<\/p>\n\n\n\n
In a highly dynamic world, the approach of \u201casking questions\u201d is not just \u201ca nice to have\u201d but an imperative to empower people and ensure that the organization as a whole responds fast to changes in the environment.<\/p>\n\n\n\n
\u201cAsking questions\u201d is an essential part of the tool set of a coach who may be the line manager himself. You consciously adopt the approach for improving the \u201cawareness\u201d of the coachee and therefore, open his mind to his perceptions & other possibilities and take \u201cresponsibility\u201d for the options for actions that he chooses.<\/p>\n\n\n\n
Finally, adopting the approach of \u201casking questions\u201d needs a complementing skill which is ACTIVE listening. A coach cannot sustain a session of asking questions without actually listening well, understanding and re-phrasing of what the coachee says.<\/p>\n\n\n\n
As with most things in life, practice makes perfect \u2013 it takes time and experience to hone the approach of asking questions and the skill of active listening. But they can indeed be developed for individual and organizational benefit. The time to start is NOW!<\/p>\n","post_title":"Questioning and Asking Questions - what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"questioning-and-asking-questions-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:02","post_modified_gmt":"2024-01-29 10:55:02","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1514","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1448,"post_author":"31","post_date":"2014-11-02 06:59:09","post_date_gmt":"2014-11-02 01:29:09","post_content":"\n
This article is part of the series on \u201cJourney of a coach\u201d covering my experiences as a performance coach. You may have the read an earlier article in the series on \u201cJourney of a coach \u2013 the beginning\u201d<\/a>. The journey continues here...<\/p>\n\n\n\n
Yogi Berra, New York Yankees baseball player (arguably the best catcher of all time) said, \u201cIn theory, there is no difference between theory & practice. But in practice, there is!\u201d So, this article is about the theory & practice of coaching for performance \u2013 not baseball players but people managing software projects.<\/p>\n\n\n\n
In my context, the \u201ctheory\u201d was mostly \u201cCoaching for Performance\u201d by John Whitmore (by the way, there is another article of mine on Whitmore<\/a> if you are interested). The \u201cpractice\u201d was, of course, my actual experiences over the years.<\/p>\n\n\n\n
A caveat \u2013 I am not here to debunk theory and hail practice - as a cardiac surgeon might! I have a great deal of respect for Whitmore\u2019s book on Coaching for Performance. The book provided a solid reference and a practical guide for my work as a coach all these years.<\/p>\n\n\n\n
However, I do have my own \u201cinterpretations\u201d and \u201cextensions\u201d of the theory in actual practice which I wish to share. I will use the diagram below which shows the context for coaching.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
You can see the \u201ccircles of influence\u201d around the coachee which would have a bearing on coaching and its effectiveness. We will cover each of these circles with examples. Note that the coach\u2019s experience, beliefs and perceptions are also significant in the context in addition to his skills for coaching.<\/p>\n\n\n\n
Circle #1: Are all situations \u201ccoaching situations\u201d?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The first circle of influence is the coaching situation faced by the coachee at work. For example, it could be that he is recently promoted and finds gaining acceptance in his team a challenge.<\/p>\n\n\n\n
The question is whether all such work situations are amenable for coaching - whether you are the manager of the coachee or an external coach. If you follow the \u201ctheory\u201d (that is Whitmore), a coaching style can become the default management style of the entire organization for all occasions.<\/p>\n\n\n\n
In other words, all manager-reportee interactions can naturally follow the coaching style \u2013 the manager following the sequence of helping his reportee to identify the goal he is seeking to achieve, assess the current state of affairs, consider the available options to achieve the goal and making the commitment-making to make it happen.<\/p>\n\n\n\n
That is all very well, but what if you are a commando fighting a guerrilla war in a jungle and see a metal tube from the foliage pointing at you. Your commander (\u201cmanager\u201d) is not going to coach you through the situation, is he?<\/p>\n\n\n\n
There are also other equivalent (but less extreme) situations at work when time is of essence and all that the coachee needs is information or simple direction (like for example, how to balance staff loading in a project schedule).<\/p>\n\n\n\n
So, my interpretation of theory is that there is better pay-off of coaching in some situations than others. However, there are many, many work situations wherein the quality of work<\/b> or results<\/b> is very important, the learning<\/b> for the coachee very important and it is not an emergency<\/b>. Coaching is very relevant in those cases.<\/p>\n\n\n\n
Circle #2: Are people always receptive to coaching?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The next circle of influence is relating to how receptive people are to coaching even if their work situation was amenable for it.<\/p>\n\n\n\n
Are they motivated enough to become more aware<\/b> and take responsibility<\/b> by themselves and not just because their employer has enrolled them in a training & coaching program?<\/p>\n\n\n\n
Maslow\u2019s theory is that motivation is linked to the stage an individual is at in a hierarchy of needs (see diagram below from Whitmore\u2019s Coaching for Performance). Note that Whitmore has split Maslow\u2019s Esteem stage into two \u2013 Esteem from others and Self-esteem.<\/p>\n\n\n\n
At the stage of Esteem from others, one is looking \u201cexternal\u201d recognition and prestige as motivators. At the stage of Self-esteem, external motivators tend to become less important. More important is the need to make a difference and being empowered to do so enhancing self-esteem. This self-esteem stage is where coaching makes the biggest impact for personal growth.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
Source: Coaching for Performance by John Whitmore<\/i><\/p>\n\n\n\n
There are a few more \u201ccircles\u201d to cover which we will in Part II of the article.<\/p>\n\n\n\n
Till then...<\/p>\n","post_title":"Journey of a coach - theory & practice (Part I)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-i","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:34","post_modified_gmt":"2024-01-29 10:55:34","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1521,"post_author":"26","post_date":"2014-10-30 10:57:02","post_date_gmt":"2014-10-30 05:27:02","post_content":"\n
$\"Network_whenhow2\"$ <\/a><\/figure>\n\n\n\n
One is never without a network and if you are reading this - it may be more to know how to grow it and\/or to overcome obstacles, often due to one's level comfort with so called \"networking\".<\/p>\n\n\n\n
If you look at how you:<\/p>\n\n\n\n
\n
got the opportunity to work in your current position<\/li>\n\n\n\n
got into your college\/school<\/li>\n\n\n\n
got your house on rent or bought your apartment<\/li>\n<\/ul>\n\n\n\n
you will see that a network - formal, informal or virtual (internet based) was at play.<\/p>\n\n\n\n
I will focus on growing your professional network and a few simple steps for it and not delve into specifics of social media, as all of you would be familiar with it.<\/p>\n\n\n\n
First, start with your existing network - which will be your current and past colleagues, your college and school alumni, friends and family. See that you stay in touch with them, by meeting them up or electronically, if you are not in touch start right away. Sending greetings for important occasions, festivals and events is a good way to start. Make it a point to call a few of them over the commute\/ weekends and work on the complete list slowly and steadily, start at top the list again once you complete it.<\/p>\n\n\n\n
What if you need to ask for a reference or a favor from a person with whom you are not in regular touch. The best way to is to be honest, there is no point in coming up with a phony reason to get in touch with them and ask for what you want. Your honesty will be appreciated, after that do thank them and make an effort to stay in touch with them. See that your nurture this set of contacts where you have already made a start.<\/p>\n\n\n\n
Once, when I was looking out for a job using my network, I made it a point to call and thank all those who forwarded my resume to their contacts and I sent a book as a gift to thank all those contacts whose help took me to the interview stage. I did it without any motive and what amazed me was the warmth from these contacts in all my future interactions.<\/p>\n\n\n\n
Second area to focus on are the professional events - there will be events where your technical or managerial domain will be the focus. You may be sponsored\/encouraged by your organizations to attend them, do not let is pass citing an excuse of being busy. Do make time to attend a few of them. If you find that you do not have this opportunity then see that you find such events and enroll yourself.<\/p>\n\n\n\n
In my experience these events certainly help you make a few contacts, you will always find a few persons whom you will find interesting and knowledgeable and connect effortlessly. The key is to nurture this - see that you follow-up with a mail and\/or a call.<\/p>\n\n\n\n
If you are the type who feels inhibited to make an opening, then do not worry. I was advised by one of my mentors to just listen and not worry about talking and enjoy being there. If you listen and observe intently you will find yourself talking soon. Your focus on the interactions and not on your perceived ability, does the trick. Try it a couple of times and see for yourself.<\/p>\n\n\n\n
Lastly, for anything to succeed one has to have the desire, then comes the effort and discipline for achieving it. A small progress or a step with positive result, is the best encouragement for you to strive towards your goals. Do ponder on your actions and results to stay focused on continuing to do this.<\/p>\n\n\n\n
One related question I hear from many of my coachees is \"visibility\" within the organization. More on that in a later post.<\/p>\n","post_title":"Networking - when and how to begin?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"networking-when-and-how-to-begin","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:58","post_modified_gmt":"2024-01-29 14:50:58","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1521","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1517,"post_author":"30","post_date":"2014-10-29 09:30:26","post_date_gmt":"2014-10-29 04:00:26","post_content":"\n
$\"sell-it\"$ <\/a><\/figure>\n\n\n\n
As a child, I used to come up with various ideas for almost anything, and ask for Rs. 1000\/- per idea. Being a child, nobody would want to pay money, that too a thousand Rupees \u2013 but, I would get something else as an appreciation for my efforts. A toffee, a cone ice cream etc.<\/p>\n\n\n\n
Further on, when I used to be active in small groups, selling was more of ideas and to get the team to converge on something, that the group can take as an action.<\/p>\n\n\n\n
As a team leader, I needed to sell the vision of the project to the team, to get everybody\u2019s buy in.<\/p>\n\n\n\n
More recently, I have been in contact with many aspiring and active entrepreneurs. Selling is something that they do with every breath.<\/p>\n\n\n\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 10 of 12 Previous 1 … 9 10 11 12 Next

\n
So the Scrum Master and the team has to be alert to how the updates are provided. They can always ask questions to elicit relevant information.<\/p>\n\n\n\n
One practice that will help - is the updating of remaining hours on the task. This if done regularly, will surface in the Daily Scrum and result in update being more specific. If the remaining hours on a task is a fraction of the day, it prompts the team member to the \u201cwhat next\u201d thinking, and share the same.<\/p>\n\n\n\n
Do you have any similar experiences? Would like to hear them as well as your views.<\/p>\n","post_title":"Keeping Daily Scrum focused...","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"keeping-daily-scrum-focused","to_ping":"","pinged":"","post_modified":"2024-01-29 14:49:32","post_modified_gmt":"2024-01-29 14:49:32","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3510","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3343,"post_author":"26","post_date":"2015-05-15 09:38:10","post_date_gmt":"2015-05-15 04:08:10","post_content":"\n
As a coach, a recurring situation one faces, towards the end of the first sprint after the coaching has started, is the push and shove to the retrospective. After seemingly making the team understand that two key aspect of Agile Scrum are to surface the problems at the earliest<\/strong> and avoiding any kind of waste<\/strong>. I naively expected that the team will be eager to do the retrospective, but wiser now.<\/p>\n\n\n\n
$\"lookingback\"$ <\/figure>\n\n\n\n
<\/p>\n\n\n\n
The team will be scrambling to wrap up the work and close all stories to meet the sprint commitment made, the sprint will be kept open till the the very end and at times a few hours into the next sprint. The Sprint Planning for next sprint has to start, the Sprint Review needs to happen for stories to be closed, where is the time for retrospective? Can it be done next time?<\/p>\n\n\n\n
At times they combine Retrospective and Sprint Planning, which results in speeding through the retrospective and getting quickly into the planning. Add to this the different locations and time zones of the PO and Scrum Team. The retrospective at times is scheduled after Sprint Planning, which is anyway better than not having it at all.<\/p>\n\n\n\n
So here is how it goes, the three questions are asked, inputs collated and a mail sent to all stakeholders and the collated inputs made available in a common area. Very less focus on listening to each other and trying to resolve issues.<\/p>\n\n\n\n
The way I deal with this is that I share with the Scrum Master and team on how an ideal Retrospective should proceed and leave it to them to get close to it:
- Use post-its to capture what went well, stick on board, have one of team read all of it. Clarify any point that is not clear,
- Same for what did not go well,
- Same for what they would start to do,
- At this juncture prioritize the start to do\/action items and brainstorm, starting from top till the time runs out.<\/p>\n\n\n\n
This has worked well, teams typically identify one to three items and come up with reasonable details for implementing them. If required I remind them of these mid sprint, some steps are taken and progress made, this helps in them getting into the habit of doing retrospectives regularly.<\/p>\n\n\n\n
One more point to note is that a problem that seems \u201ca way of life\u201d, at end of first sprint may get some solutions, in the subsequent sprint. My reading of this is that the problem when noted first is annoying and frustrating, team is mentally tired to work on it. But when the same problem surfaces again, they are able to come up with a solution, as the frustration is vented in past.<\/p>\n\n\n\n
Let me share one example. This is to do with a scarce DBA resource causing stories to be re-opened due to delayed inputs\/review. At the end of first sprint they made note of this issue and came out strongly on \u201cthis how it is going to be\u201d, \u201cwe have escalated enough already in past\u201d. The issue surfaced again in next sprint, as it was discussed before, the emotions were in check. One of team suggested that we use the grooming pattern, i.e., plan\/do in advance. They figured out a way to deal with it.<\/p>\n\n\n\n
Another oft repeating issue is the frustration of not being able to close a story, because just the show and tell (demo) could not happen, or a build and test in correct environment was not completed due to big queue in CM. The team argues for closing the story, they feel that they are loosing story points for no fault of theirs. Here as a coach, one has to reinforce the concept of \u201cDone\u201d and revisit the concept of \u201cVelocity\u201d.<\/p>\n","post_title":"Initial coaching interventions for Retrospectives","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"initial-coaching-interventions-for-retrospectives","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:04","post_modified_gmt":"2024-01-29 14:50:04","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3343","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3339,"post_author":"26","post_date":"2015-04-11 09:33:55","post_date_gmt":"2015-04-11 04:03:55","post_content":"\n
Teams new to Scrum have a product backlog. The backlog will be groomed to some degree, typically have clarity for up to one to two sprints. The priority will be clear, with fair amount of detail on the requirements. The estimates may be present, it could be story points or a masked form of an effort estimate.<\/p>\n\n\n\n
The Product Owner (PO), who is not co-located in most of the teams will participate in Sprint Planning and along with the Scrum Master and team pick a set of stories to be done in the Sprint. After this the team jumps into doing the work. Detailed Sprint Planning is given a miss as PO will not be available for the entire duration and the team reluctant to do task based estimate for variety of reasons, if they do it is done by a few senior members of the team.<\/p>\n\n\n\n
This is where the first intervention from coach is needed, coax them to do detailed planning i.e., break down the stories into tasks and corresponding effort estimates. Insist that the entire team be involved and ensure that they balance the work they are taking up with the capacity the team has. Here is where they get to see one of the characteristics of Scrum \u2013 uncovering the problems at the earliest, and as a coach one should ensure that they become aware of it.<\/p>\n\n\n\n
$\"Sprint_Plan_1\"$ <\/figure>\n\n\n\n
Few things they discover:
- there may not be enough Analysis\/Dev\/DBA\/QA capacity in the team
- some of the team may not be fully utilized
- as they break down stories to tasks they realize that some stories cannot be completed, due to external dependencies, that is unlikely to be fulfilled.
- they may require more information from the PO.
- lastly the entire team gains an understanding what is planned to be accomplished.<\/p>\n\n\n\n
And it is interesting to see how they work around this:
- make use of team members not fully utilized to accomplish some of the tasks.
- the above at times involves redistributing the work, so that team members volunteering outside their domain, can take up relatively simpler tasks.
- go back to PO\/stakeholders and try to get the dependencies resolved or pick another story, this one requires a push from coach.
- get clarity on requirements from PO, this has to happen the next day.
- re-adjust the sprint backlog taking the above into account.<\/p>\n\n\n\n
$\"Sprint_Plan_2\"$ <\/figure>\n\n\n\n
At times guidelines are adhered to, planning sessions is time-boxed, they assume that all planning needs to happen in one sitting. Here is where, as a coach, one has to make them see the \"why\" behind a particular step, \"what\" outcome is desired? The outcome of having a proper Sprint Plan is more important than accomplishing it a single time-boxed session.<\/p>\n\n\n\n
As they complete this they realize that in past sprints, they grappled with these issues, towards the end of the sprint. Now they have ample time to cope with it \u2013 the benefit of Scrum uncovering problems earlier is leveraged.<\/p>\n\n\n\n
There is reluctance to do task effort estimates. In the traditional planning task estimates are done for entire project even with some requirements not being clear. This would have resulted in lot of waste, this coupled with notion that agile means no planning is the major cause of the reluctance. As a coach, one needs to highlight that there is better clarity on requirements and it is being done for just a sprint, so there is no waste. The reluctance is also due to lack of understanding of the difference between story point, size and effort estimates, this needs to be addressed.<\/p>\n\n\n\n
At this juncture the team is ready to make and take on the commitment with higher confidence. You can see the related blog on retrospectives.<\/p>\n","post_title":"Initial coaching interventions for Sprint Planning","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"initial-coaching-interventions-for-sprint-planning","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:24","post_modified_gmt":"2024-01-29 14:50:24","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3339","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1519,"post_author":"33","post_date":"2014-11-09 12:15:54","post_date_gmt":"2014-11-09 06:45:54","post_content":"\n
$\"\"\/$ <\/figure>\n\n\n\n
  <\/p>\n\n\n\n
Leaders have only two jobs:<\/p>\n\n\n\n
1) Getting work done<\/p>\n\n\n\n
2) Growing the people<\/p>\n\n\n\n
Coaching as a leadership\/management style achieves both.<\/p>\n\n\n\n
With Command & Control approach, managers may get the work done in the short term, by force. But that might have negative impacts on the team in terms of :<\/p>\n\n\n\n
- Lack of ownership<\/p>\n\n\n\n
- Low motivation<\/p>\n\n\n\n
- Poor quality output<\/p>\n\n\n\n
- Low productivity<\/p>\n\n\n\n
- Missed schedules etc.<\/p>\n\n\n\n
Command & Control might also impact development of team members negatively. Teams might wait for manager to give instruction. They might hesitate to take initiative as it might get overruled by the manager. They might stop thinking new & innovative ideas as the manager will always tell them what to do.<\/p>\n\n\n\n
On the other hand, with Coaching as the leadership style, managers will empower the team members to come out with new ideas, solutions and encourage them to implement them. They will help the team members to discover their strengths by asking questions & challenging them. This builds motivation and ownership in the team members.<\/p>\n\n\n\n
Having said that, there are situations where Managers need to use command & control approaches. For example, in a fire fighting situation where extremely quick response in needed. There will be a need for different approaches for different team members \u2013 someone may need more directive input & constant oversight and someone may need a lot of freedom.<\/p>\n\n\n\n
A good leader is one who has high self awareness, self-regulation, self-motivation and empathy through which he\/she can sense and respond differently, in a conscious way, to different situations & different people.<\/p>\n\n\n\n
However, to be a good Leader, coaching way of management style should be the most natural approach and command & control should be the exception.<\/p>\n","post_title":"Coaching vs Command & Control style of Management","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"coaching-vs-command-control-style-of-management","to_ping":"","pinged":"","post_modified":"2024-01-29 15:34:20","post_modified_gmt":"2024-01-29 15:34:20","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1519","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1456,"post_author":"31","post_date":"2014-11-09 12:15:37","post_date_gmt":"2014-11-09 06:45:37","post_content":"\n
In an earlier article \u201cJourney of a coach \u2013 theory & practice (Part I)<\/a>, we introduced the \u201ccircles of influence\u201d which form the context (see diagram below) for coaching process.<\/p>\n\n\n\n
$\"image\"$ <\/a> The circles in the diagram above have a significant bearing on coaching effectiveness and need to be addressed by the coach using the theory of coaching (such as Whitmore\u2019s book on \u201cCoaching for Performance\u201d). In the case of some circles, the theory may \u201cend\u201d at some point and the coach will have \u201cinterpret\u201d and \u201cextend\u201d it for the specific coachee situation at hand.<\/p>\n\n\n\n
We covered the following in Part I of this article:<\/p>\n\n\n\n
\u00b7 Circle #1: Are all situations \u201ccoaching situations\u201d?<\/p>\n\n\n\n
\u00b7 Circle #2: Are people always receptive to coaching?<\/p>\n\n\n\n
In this Part II, we will cover the two remaining circles.<\/p>\n\n\n\n
Circle #3: Are coaches sometimes helpless?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
Circle #3 above regarding \u201cbeliefs, perceptions and personal circumstances\u201d can actually be quite a hard shell hindering coaching progress. But it is often an invisible hard shell because people will share only so much of their innermost beliefs and personal circumstances even though they are impacting their work performance. Coaches make chance discoveries of this shell in the Reality check part (that is, the current state of affairs that needs to improve to meet the Goal) of the Goal-Reality-Options-Will (GROW) model of Whitmore. Here are examples:<\/p>\n\n\n\n
\u00b7 A coachee once candidly admitted that he was himself the reason for his declining performance at work. The reason was that his family was going through his sister\u2019s painful divorce in the US and her life coming back to India. He just could not go about work as usual<\/p>\n\n\n\n
\u00b7 A second coachee had a lot of issues with his manager. He felt that the manager\u2019s lack of domain knowledge resulted in his not realizing & recognizing the value of the coachee\u2019s work. In addition, the coachee seemed to indicate that lack of recognition of his work had to do with his belonging to a minority religious community in India<\/p>\n\n\n\n
\u00b7 Yet another coachee told my colleague (also a Performance Coach) that her problems arose because her boss was an inveterate woman-hater<\/p>\n\n\n\n
These are situations of tight-rope walking for a performance coach! In situations of personal crisis, the coach may only help by sympathetic and patient listening. This may help the coachee more than one would think \u2013 just getting the problem \u201coff his chest\u201d often helps and relieves stress. Being less stressed, he may be able to come to grips with his personal predicament and deal with it better. However, coachee\u2019s entrenched beliefs on, say, religion and gender can be very challenging for the coach to deal with. Some deep-rooted beliefs may indicate pathology needing help from a trained therapist \u2013 far beyond the scope of performance coaching and the ability of the coach.<\/p>\n\n\n\n
Circle #4: Is the coachee\u2019s work environment conducive?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The last circle of influence is the coachee\u2019s work. Sometimes, people have told me that they are \u201cstuck\u201d in positions \u2013 say, \u201croutine\u201d software bug fixing and maintenance where there is really no scope for \u201clearning, enjoyment and fulfillment\u201d (you may like to read My Team is not motivated!!!<\/a> by my colleague Prasanna Moses on this). Most of us would agree that there is far less drudgery at work in today\u2019s knowledge-centric world than even just 30 years ago. We would also agree that there is no such thing as 100% \u201csexy\u201d work (unless of course, you are doing breakthrough work of your calling \u2013 say, in quantum computing). So, when coachees complain about their current work\/role and the lack of sexiness thereof, I ask them questions about what makes it boring, what they can do about it and so on \u2013 hopefully making them better aware of interesting possibilities in what they were doing. In some cases, people have hinted to me that they are considering quitting their \u201cboring\u201d job and looking for a reaction. Under such circumstances, to be fair to the coachee and to the coachee\u2019s employer (who is paying my fees!), I would say the best option is to ask the coachee questions exploring his rationale for leaving (without being judgmental on whether it is right or wrong) \u2013 like what does he think leaving the job will achieve, how will it get him closer to his goals, how is he sure that the same problems would not repeat themselves in the new organization and so on. The ultimate decision should be the coachee\u2019s based on introspection triggered by your questions. He may still choose to quit \u2013 but that is another matter! As far as you are concerned as a coach, you have played it fair & square. It is not unthinkable that you as the coach may actually agree with his rationale for seeking another job!<\/p>\n\n\n\n
A related aspect is also the organizational environment in which the coachee works \u2013 over & above his immediate work\/role discussed above. In sports coaching, the strong individual motivation is a given and the coachee has a great deal of control over what he can and cannot do to enhance his performance. The circumstances for software project managers are different. Their GROW model is in the context of an organization with its culture, policies, processes and so on. As a coach, I have encountered some real challenges here \u2013 the Project Manager may be aspiring to do something of value in his project but his line management and work environment may not be supportive. Some organizational policies can be insensitive to people and even draconian. In one software development organization, if project team members logged in less than 40 hours per week of approved work, there would be automatic cuts in their pay while the significant additional work needed at other times went scarcely noticed! How can one be expected to learn and enjoy their work in such an environment? In such cases, we do bring it up with the line management for addressing them and offer our help as well. To be honest, it worked sometimes and it did not in as many cases.<\/p>\n\n\n\n
In summary, as a practicing coach, you are bound to run into situations like the ones above which make you stop and ponder as to what extent theory can lead practice! You may need to introspect and think of newer ways of extending \u201ctheory\u201d or just use good old common sense and move on! At PM Power, we have the coaches\u2019 conclave where these situations are discussed to see how best to help the coachee considering all the circles of influence. It has significantly helped our coaches in specific situations and in honing their coaching skills in general.<\/p>\n\n\n\n
We invite you to share your coaching experiences (as a coach or a coachee) and we would be happy to share our perspectives which may be of help. You may reach us at info@pm-powerconsulting.com.<\/p>\n","post_title":"Journey of a coach - theory & practice (Part II)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-ii","to_ping":"","pinged":"","post_modified":"2024-01-29 10:54:32","post_modified_gmt":"2024-01-29 10:54:32","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1456","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1514,"post_author":"31","post_date":"2014-11-02 12:24:22","post_date_gmt":"2014-11-02 06:54:22","post_content":"\n
A speaker finishes a great speech \u2013 at least, HE thinks it is great! He then asks, \u201cAny questions?\u201d What does he expect? If I were him, I would expect the audience to demonstrate a level of understanding of what the speech was all about and ask meaningful questions - clarifying the ground covered and even extending from there.<\/p>\n\n\n\n
These are situations where one actually wants to be questioned to get a sense a satisfaction that the effort (the speech, in this case) has been worthwhile. But there are other situations where being questioned has a very negative connotation. It implies questioning the ability of the person being questioned or the work that he has done.<\/p>\n\n\n\n
The important thing is that the intent of questioning should be to seek understanding rather than putting down someone. Hence, even the tone of questioning is very important. Consider the difference between, \u201cWhy did you do THAT?\u201d and \u201cWhat are your reasons for doing THAT?\u201d<\/p>\n\n\n\n
The tone of the former question is judgmental while the same question asked differently demonstrates an openness and a neutral tone. The tone is important because it can either put people off & make them defensive or it can make them relaxed and explain their rationale for an idea or a course of action.<\/p>\n\n\n\n
From the above, it follows that there is a big difference between \u201cquestioning\u201d and \u201casking questions\u201d.<\/p>\n\n\n\n
$\"image\"$ <\/figure>\n\n\n\n
In the work context, a manager who adopts an approach of \u201casking questions\u201d enables an environment where his reportees apply their mind to the situation at hand and exercise their best judgment on the right course of action.<\/p>\n\n\n\n
The manager can use questions to expand the reportee\u2019s thinking and make him aware of aspects he may not have thought of (instead of just instructing him what to do).<\/p>\n\n\n\n
Hence asking questions contributes to the reportee\u2019s overall development and ability to deal with situations with minimal oversight. Equally important, it enables greater responsibility on the part of the reportee so that the implementation aspects of his suggestions are fully owned by him.<\/p>\n\n\n\n
Through this, the manager\u2019s time is also freed up from routine oversight functions to take up important but not urgent tasks.<\/p>\n\n\n\n
In a highly dynamic world, the approach of \u201casking questions\u201d is not just \u201ca nice to have\u201d but an imperative to empower people and ensure that the organization as a whole responds fast to changes in the environment.<\/p>\n\n\n\n
\u201cAsking questions\u201d is an essential part of the tool set of a coach who may be the line manager himself. You consciously adopt the approach for improving the \u201cawareness\u201d of the coachee and therefore, open his mind to his perceptions & other possibilities and take \u201cresponsibility\u201d for the options for actions that he chooses.<\/p>\n\n\n\n
Finally, adopting the approach of \u201casking questions\u201d needs a complementing skill which is ACTIVE listening. A coach cannot sustain a session of asking questions without actually listening well, understanding and re-phrasing of what the coachee says.<\/p>\n\n\n\n
As with most things in life, practice makes perfect \u2013 it takes time and experience to hone the approach of asking questions and the skill of active listening. But they can indeed be developed for individual and organizational benefit. The time to start is NOW!<\/p>\n","post_title":"Questioning and Asking Questions - what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"questioning-and-asking-questions-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:02","post_modified_gmt":"2024-01-29 10:55:02","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1514","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1448,"post_author":"31","post_date":"2014-11-02 06:59:09","post_date_gmt":"2014-11-02 01:29:09","post_content":"\n
This article is part of the series on \u201cJourney of a coach\u201d covering my experiences as a performance coach. You may have the read an earlier article in the series on \u201cJourney of a coach \u2013 the beginning\u201d<\/a>. The journey continues here...<\/p>\n\n\n\n
Yogi Berra, New York Yankees baseball player (arguably the best catcher of all time) said, \u201cIn theory, there is no difference between theory & practice. But in practice, there is!\u201d So, this article is about the theory & practice of coaching for performance \u2013 not baseball players but people managing software projects.<\/p>\n\n\n\n
In my context, the \u201ctheory\u201d was mostly \u201cCoaching for Performance\u201d by John Whitmore (by the way, there is another article of mine on Whitmore<\/a> if you are interested). The \u201cpractice\u201d was, of course, my actual experiences over the years.<\/p>\n\n\n\n
A caveat \u2013 I am not here to debunk theory and hail practice - as a cardiac surgeon might! I have a great deal of respect for Whitmore\u2019s book on Coaching for Performance. The book provided a solid reference and a practical guide for my work as a coach all these years.<\/p>\n\n\n\n
However, I do have my own \u201cinterpretations\u201d and \u201cextensions\u201d of the theory in actual practice which I wish to share. I will use the diagram below which shows the context for coaching.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
You can see the \u201ccircles of influence\u201d around the coachee which would have a bearing on coaching and its effectiveness. We will cover each of these circles with examples. Note that the coach\u2019s experience, beliefs and perceptions are also significant in the context in addition to his skills for coaching.<\/p>\n\n\n\n
Circle #1: Are all situations \u201ccoaching situations\u201d?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The first circle of influence is the coaching situation faced by the coachee at work. For example, it could be that he is recently promoted and finds gaining acceptance in his team a challenge.<\/p>\n\n\n\n
The question is whether all such work situations are amenable for coaching - whether you are the manager of the coachee or an external coach. If you follow the \u201ctheory\u201d (that is Whitmore), a coaching style can become the default management style of the entire organization for all occasions.<\/p>\n\n\n\n
In other words, all manager-reportee interactions can naturally follow the coaching style \u2013 the manager following the sequence of helping his reportee to identify the goal he is seeking to achieve, assess the current state of affairs, consider the available options to achieve the goal and making the commitment-making to make it happen.<\/p>\n\n\n\n
That is all very well, but what if you are a commando fighting a guerrilla war in a jungle and see a metal tube from the foliage pointing at you. Your commander (\u201cmanager\u201d) is not going to coach you through the situation, is he?<\/p>\n\n\n\n
There are also other equivalent (but less extreme) situations at work when time is of essence and all that the coachee needs is information or simple direction (like for example, how to balance staff loading in a project schedule).<\/p>\n\n\n\n
So, my interpretation of theory is that there is better pay-off of coaching in some situations than others. However, there are many, many work situations wherein the quality of work<\/b> or results<\/b> is very important, the learning<\/b> for the coachee very important and it is not an emergency<\/b>. Coaching is very relevant in those cases.<\/p>\n\n\n\n
Circle #2: Are people always receptive to coaching?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The next circle of influence is relating to how receptive people are to coaching even if their work situation was amenable for it.<\/p>\n\n\n\n
Are they motivated enough to become more aware<\/b> and take responsibility<\/b> by themselves and not just because their employer has enrolled them in a training & coaching program?<\/p>\n\n\n\n
Maslow\u2019s theory is that motivation is linked to the stage an individual is at in a hierarchy of needs (see diagram below from Whitmore\u2019s Coaching for Performance). Note that Whitmore has split Maslow\u2019s Esteem stage into two \u2013 Esteem from others and Self-esteem.<\/p>\n\n\n\n
At the stage of Esteem from others, one is looking \u201cexternal\u201d recognition and prestige as motivators. At the stage of Self-esteem, external motivators tend to become less important. More important is the need to make a difference and being empowered to do so enhancing self-esteem. This self-esteem stage is where coaching makes the biggest impact for personal growth.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
Source: Coaching for Performance by John Whitmore<\/i><\/p>\n\n\n\n
There are a few more \u201ccircles\u201d to cover which we will in Part II of the article.<\/p>\n\n\n\n
Till then...<\/p>\n","post_title":"Journey of a coach - theory & practice (Part I)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-i","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:34","post_modified_gmt":"2024-01-29 10:55:34","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1521,"post_author":"26","post_date":"2014-10-30 10:57:02","post_date_gmt":"2014-10-30 05:27:02","post_content":"\n
$\"Network_whenhow2\"$ <\/a><\/figure>\n\n\n\n
One is never without a network and if you are reading this - it may be more to know how to grow it and\/or to overcome obstacles, often due to one's level comfort with so called \"networking\".<\/p>\n\n\n\n
If you look at how you:<\/p>\n\n\n\n
\n
got the opportunity to work in your current position<\/li>\n\n\n\n
got into your college\/school<\/li>\n\n\n\n
got your house on rent or bought your apartment<\/li>\n<\/ul>\n\n\n\n
you will see that a network - formal, informal or virtual (internet based) was at play.<\/p>\n\n\n\n
I will focus on growing your professional network and a few simple steps for it and not delve into specifics of social media, as all of you would be familiar with it.<\/p>\n\n\n\n
First, start with your existing network - which will be your current and past colleagues, your college and school alumni, friends and family. See that you stay in touch with them, by meeting them up or electronically, if you are not in touch start right away. Sending greetings for important occasions, festivals and events is a good way to start. Make it a point to call a few of them over the commute\/ weekends and work on the complete list slowly and steadily, start at top the list again once you complete it.<\/p>\n\n\n\n
What if you need to ask for a reference or a favor from a person with whom you are not in regular touch. The best way to is to be honest, there is no point in coming up with a phony reason to get in touch with them and ask for what you want. Your honesty will be appreciated, after that do thank them and make an effort to stay in touch with them. See that your nurture this set of contacts where you have already made a start.<\/p>\n\n\n\n
Once, when I was looking out for a job using my network, I made it a point to call and thank all those who forwarded my resume to their contacts and I sent a book as a gift to thank all those contacts whose help took me to the interview stage. I did it without any motive and what amazed me was the warmth from these contacts in all my future interactions.<\/p>\n\n\n\n
Second area to focus on are the professional events - there will be events where your technical or managerial domain will be the focus. You may be sponsored\/encouraged by your organizations to attend them, do not let is pass citing an excuse of being busy. Do make time to attend a few of them. If you find that you do not have this opportunity then see that you find such events and enroll yourself.<\/p>\n\n\n\n
In my experience these events certainly help you make a few contacts, you will always find a few persons whom you will find interesting and knowledgeable and connect effortlessly. The key is to nurture this - see that you follow-up with a mail and\/or a call.<\/p>\n\n\n\n
If you are the type who feels inhibited to make an opening, then do not worry. I was advised by one of my mentors to just listen and not worry about talking and enjoy being there. If you listen and observe intently you will find yourself talking soon. Your focus on the interactions and not on your perceived ability, does the trick. Try it a couple of times and see for yourself.<\/p>\n\n\n\n
Lastly, for anything to succeed one has to have the desire, then comes the effort and discipline for achieving it. A small progress or a step with positive result, is the best encouragement for you to strive towards your goals. Do ponder on your actions and results to stay focused on continuing to do this.<\/p>\n\n\n\n
One related question I hear from many of my coachees is \"visibility\" within the organization. More on that in a later post.<\/p>\n","post_title":"Networking - when and how to begin?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"networking-when-and-how-to-begin","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:58","post_modified_gmt":"2024-01-29 14:50:58","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1521","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1517,"post_author":"30","post_date":"2014-10-29 09:30:26","post_date_gmt":"2014-10-29 04:00:26","post_content":"\n
$\"sell-it\"$ <\/a><\/figure>\n\n\n\n
As a child, I used to come up with various ideas for almost anything, and ask for Rs. 1000\/- per idea. Being a child, nobody would want to pay money, that too a thousand Rupees \u2013 but, I would get something else as an appreciation for my efforts. A toffee, a cone ice cream etc.<\/p>\n\n\n\n
Further on, when I used to be active in small groups, selling was more of ideas and to get the team to converge on something, that the group can take as an action.<\/p>\n\n\n\n
As a team leader, I needed to sell the vision of the project to the team, to get everybody\u2019s buy in.<\/p>\n\n\n\n
More recently, I have been in contact with many aspiring and active entrepreneurs. Selling is something that they do with every breath.<\/p>\n\n\n\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 10 of 12 Previous 1 … 9 10 11 12 Next

\n
Is it quite possible that the thinking on \u201cwhat next\u201d will not happen in the minds, and that is not good. There is a possibility that \u201cI will continue...\u201d kind of update will result in the person continue on task and not take up another, even if it were possible, as words said aloud influence thoughts\/thinking.<\/p>\n\n\n\n
So the Scrum Master and the team has to be alert to how the updates are provided. They can always ask questions to elicit relevant information.<\/p>\n\n\n\n
One practice that will help - is the updating of remaining hours on the task. This if done regularly, will surface in the Daily Scrum and result in update being more specific. If the remaining hours on a task is a fraction of the day, it prompts the team member to the \u201cwhat next\u201d thinking, and share the same.<\/p>\n\n\n\n
Do you have any similar experiences? Would like to hear them as well as your views.<\/p>\n","post_title":"Keeping Daily Scrum focused...","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"keeping-daily-scrum-focused","to_ping":"","pinged":"","post_modified":"2024-01-29 14:49:32","post_modified_gmt":"2024-01-29 14:49:32","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3510","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3343,"post_author":"26","post_date":"2015-05-15 09:38:10","post_date_gmt":"2015-05-15 04:08:10","post_content":"\n
As a coach, a recurring situation one faces, towards the end of the first sprint after the coaching has started, is the push and shove to the retrospective. After seemingly making the team understand that two key aspect of Agile Scrum are to surface the problems at the earliest<\/strong> and avoiding any kind of waste<\/strong>. I naively expected that the team will be eager to do the retrospective, but wiser now.<\/p>\n\n\n\n
$\"lookingback\"$ <\/figure>\n\n\n\n
<\/p>\n\n\n\n
The team will be scrambling to wrap up the work and close all stories to meet the sprint commitment made, the sprint will be kept open till the the very end and at times a few hours into the next sprint. The Sprint Planning for next sprint has to start, the Sprint Review needs to happen for stories to be closed, where is the time for retrospective? Can it be done next time?<\/p>\n\n\n\n
At times they combine Retrospective and Sprint Planning, which results in speeding through the retrospective and getting quickly into the planning. Add to this the different locations and time zones of the PO and Scrum Team. The retrospective at times is scheduled after Sprint Planning, which is anyway better than not having it at all.<\/p>\n\n\n\n
So here is how it goes, the three questions are asked, inputs collated and a mail sent to all stakeholders and the collated inputs made available in a common area. Very less focus on listening to each other and trying to resolve issues.<\/p>\n\n\n\n
The way I deal with this is that I share with the Scrum Master and team on how an ideal Retrospective should proceed and leave it to them to get close to it:
- Use post-its to capture what went well, stick on board, have one of team read all of it. Clarify any point that is not clear,
- Same for what did not go well,
- Same for what they would start to do,
- At this juncture prioritize the start to do\/action items and brainstorm, starting from top till the time runs out.<\/p>\n\n\n\n
This has worked well, teams typically identify one to three items and come up with reasonable details for implementing them. If required I remind them of these mid sprint, some steps are taken and progress made, this helps in them getting into the habit of doing retrospectives regularly.<\/p>\n\n\n\n
One more point to note is that a problem that seems \u201ca way of life\u201d, at end of first sprint may get some solutions, in the subsequent sprint. My reading of this is that the problem when noted first is annoying and frustrating, team is mentally tired to work on it. But when the same problem surfaces again, they are able to come up with a solution, as the frustration is vented in past.<\/p>\n\n\n\n
Let me share one example. This is to do with a scarce DBA resource causing stories to be re-opened due to delayed inputs\/review. At the end of first sprint they made note of this issue and came out strongly on \u201cthis how it is going to be\u201d, \u201cwe have escalated enough already in past\u201d. The issue surfaced again in next sprint, as it was discussed before, the emotions were in check. One of team suggested that we use the grooming pattern, i.e., plan\/do in advance. They figured out a way to deal with it.<\/p>\n\n\n\n
Another oft repeating issue is the frustration of not being able to close a story, because just the show and tell (demo) could not happen, or a build and test in correct environment was not completed due to big queue in CM. The team argues for closing the story, they feel that they are loosing story points for no fault of theirs. Here as a coach, one has to reinforce the concept of \u201cDone\u201d and revisit the concept of \u201cVelocity\u201d.<\/p>\n","post_title":"Initial coaching interventions for Retrospectives","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"initial-coaching-interventions-for-retrospectives","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:04","post_modified_gmt":"2024-01-29 14:50:04","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3343","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3339,"post_author":"26","post_date":"2015-04-11 09:33:55","post_date_gmt":"2015-04-11 04:03:55","post_content":"\n
Teams new to Scrum have a product backlog. The backlog will be groomed to some degree, typically have clarity for up to one to two sprints. The priority will be clear, with fair amount of detail on the requirements. The estimates may be present, it could be story points or a masked form of an effort estimate.<\/p>\n\n\n\n
The Product Owner (PO), who is not co-located in most of the teams will participate in Sprint Planning and along with the Scrum Master and team pick a set of stories to be done in the Sprint. After this the team jumps into doing the work. Detailed Sprint Planning is given a miss as PO will not be available for the entire duration and the team reluctant to do task based estimate for variety of reasons, if they do it is done by a few senior members of the team.<\/p>\n\n\n\n
This is where the first intervention from coach is needed, coax them to do detailed planning i.e., break down the stories into tasks and corresponding effort estimates. Insist that the entire team be involved and ensure that they balance the work they are taking up with the capacity the team has. Here is where they get to see one of the characteristics of Scrum \u2013 uncovering the problems at the earliest, and as a coach one should ensure that they become aware of it.<\/p>\n\n\n\n
$\"Sprint_Plan_1\"$ <\/figure>\n\n\n\n
Few things they discover:
- there may not be enough Analysis\/Dev\/DBA\/QA capacity in the team
- some of the team may not be fully utilized
- as they break down stories to tasks they realize that some stories cannot be completed, due to external dependencies, that is unlikely to be fulfilled.
- they may require more information from the PO.
- lastly the entire team gains an understanding what is planned to be accomplished.<\/p>\n\n\n\n
And it is interesting to see how they work around this:
- make use of team members not fully utilized to accomplish some of the tasks.
- the above at times involves redistributing the work, so that team members volunteering outside their domain, can take up relatively simpler tasks.
- go back to PO\/stakeholders and try to get the dependencies resolved or pick another story, this one requires a push from coach.
- get clarity on requirements from PO, this has to happen the next day.
- re-adjust the sprint backlog taking the above into account.<\/p>\n\n\n\n
$\"Sprint_Plan_2\"$ <\/figure>\n\n\n\n
At times guidelines are adhered to, planning sessions is time-boxed, they assume that all planning needs to happen in one sitting. Here is where, as a coach, one has to make them see the \"why\" behind a particular step, \"what\" outcome is desired? The outcome of having a proper Sprint Plan is more important than accomplishing it a single time-boxed session.<\/p>\n\n\n\n
As they complete this they realize that in past sprints, they grappled with these issues, towards the end of the sprint. Now they have ample time to cope with it \u2013 the benefit of Scrum uncovering problems earlier is leveraged.<\/p>\n\n\n\n
There is reluctance to do task effort estimates. In the traditional planning task estimates are done for entire project even with some requirements not being clear. This would have resulted in lot of waste, this coupled with notion that agile means no planning is the major cause of the reluctance. As a coach, one needs to highlight that there is better clarity on requirements and it is being done for just a sprint, so there is no waste. The reluctance is also due to lack of understanding of the difference between story point, size and effort estimates, this needs to be addressed.<\/p>\n\n\n\n
At this juncture the team is ready to make and take on the commitment with higher confidence. You can see the related blog on retrospectives.<\/p>\n","post_title":"Initial coaching interventions for Sprint Planning","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"initial-coaching-interventions-for-sprint-planning","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:24","post_modified_gmt":"2024-01-29 14:50:24","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3339","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1519,"post_author":"33","post_date":"2014-11-09 12:15:54","post_date_gmt":"2014-11-09 06:45:54","post_content":"\n
$\"\"\/$ <\/figure>\n\n\n\n
  <\/p>\n\n\n\n
Leaders have only two jobs:<\/p>\n\n\n\n
1) Getting work done<\/p>\n\n\n\n
2) Growing the people<\/p>\n\n\n\n
Coaching as a leadership\/management style achieves both.<\/p>\n\n\n\n
With Command & Control approach, managers may get the work done in the short term, by force. But that might have negative impacts on the team in terms of :<\/p>\n\n\n\n
- Lack of ownership<\/p>\n\n\n\n
- Low motivation<\/p>\n\n\n\n
- Poor quality output<\/p>\n\n\n\n
- Low productivity<\/p>\n\n\n\n
- Missed schedules etc.<\/p>\n\n\n\n
Command & Control might also impact development of team members negatively. Teams might wait for manager to give instruction. They might hesitate to take initiative as it might get overruled by the manager. They might stop thinking new & innovative ideas as the manager will always tell them what to do.<\/p>\n\n\n\n
On the other hand, with Coaching as the leadership style, managers will empower the team members to come out with new ideas, solutions and encourage them to implement them. They will help the team members to discover their strengths by asking questions & challenging them. This builds motivation and ownership in the team members.<\/p>\n\n\n\n
Having said that, there are situations where Managers need to use command & control approaches. For example, in a fire fighting situation where extremely quick response in needed. There will be a need for different approaches for different team members \u2013 someone may need more directive input & constant oversight and someone may need a lot of freedom.<\/p>\n\n\n\n
A good leader is one who has high self awareness, self-regulation, self-motivation and empathy through which he\/she can sense and respond differently, in a conscious way, to different situations & different people.<\/p>\n\n\n\n
However, to be a good Leader, coaching way of management style should be the most natural approach and command & control should be the exception.<\/p>\n","post_title":"Coaching vs Command & Control style of Management","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"coaching-vs-command-control-style-of-management","to_ping":"","pinged":"","post_modified":"2024-01-29 15:34:20","post_modified_gmt":"2024-01-29 15:34:20","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1519","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1456,"post_author":"31","post_date":"2014-11-09 12:15:37","post_date_gmt":"2014-11-09 06:45:37","post_content":"\n
In an earlier article \u201cJourney of a coach \u2013 theory & practice (Part I)<\/a>, we introduced the \u201ccircles of influence\u201d which form the context (see diagram below) for coaching process.<\/p>\n\n\n\n
$\"image\"$ <\/a> The circles in the diagram above have a significant bearing on coaching effectiveness and need to be addressed by the coach using the theory of coaching (such as Whitmore\u2019s book on \u201cCoaching for Performance\u201d). In the case of some circles, the theory may \u201cend\u201d at some point and the coach will have \u201cinterpret\u201d and \u201cextend\u201d it for the specific coachee situation at hand.<\/p>\n\n\n\n
We covered the following in Part I of this article:<\/p>\n\n\n\n
\u00b7 Circle #1: Are all situations \u201ccoaching situations\u201d?<\/p>\n\n\n\n
\u00b7 Circle #2: Are people always receptive to coaching?<\/p>\n\n\n\n
In this Part II, we will cover the two remaining circles.<\/p>\n\n\n\n
Circle #3: Are coaches sometimes helpless?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
Circle #3 above regarding \u201cbeliefs, perceptions and personal circumstances\u201d can actually be quite a hard shell hindering coaching progress. But it is often an invisible hard shell because people will share only so much of their innermost beliefs and personal circumstances even though they are impacting their work performance. Coaches make chance discoveries of this shell in the Reality check part (that is, the current state of affairs that needs to improve to meet the Goal) of the Goal-Reality-Options-Will (GROW) model of Whitmore. Here are examples:<\/p>\n\n\n\n
\u00b7 A coachee once candidly admitted that he was himself the reason for his declining performance at work. The reason was that his family was going through his sister\u2019s painful divorce in the US and her life coming back to India. He just could not go about work as usual<\/p>\n\n\n\n
\u00b7 A second coachee had a lot of issues with his manager. He felt that the manager\u2019s lack of domain knowledge resulted in his not realizing & recognizing the value of the coachee\u2019s work. In addition, the coachee seemed to indicate that lack of recognition of his work had to do with his belonging to a minority religious community in India<\/p>\n\n\n\n
\u00b7 Yet another coachee told my colleague (also a Performance Coach) that her problems arose because her boss was an inveterate woman-hater<\/p>\n\n\n\n
These are situations of tight-rope walking for a performance coach! In situations of personal crisis, the coach may only help by sympathetic and patient listening. This may help the coachee more than one would think \u2013 just getting the problem \u201coff his chest\u201d often helps and relieves stress. Being less stressed, he may be able to come to grips with his personal predicament and deal with it better. However, coachee\u2019s entrenched beliefs on, say, religion and gender can be very challenging for the coach to deal with. Some deep-rooted beliefs may indicate pathology needing help from a trained therapist \u2013 far beyond the scope of performance coaching and the ability of the coach.<\/p>\n\n\n\n
Circle #4: Is the coachee\u2019s work environment conducive?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The last circle of influence is the coachee\u2019s work. Sometimes, people have told me that they are \u201cstuck\u201d in positions \u2013 say, \u201croutine\u201d software bug fixing and maintenance where there is really no scope for \u201clearning, enjoyment and fulfillment\u201d (you may like to read My Team is not motivated!!!<\/a> by my colleague Prasanna Moses on this). Most of us would agree that there is far less drudgery at work in today\u2019s knowledge-centric world than even just 30 years ago. We would also agree that there is no such thing as 100% \u201csexy\u201d work (unless of course, you are doing breakthrough work of your calling \u2013 say, in quantum computing). So, when coachees complain about their current work\/role and the lack of sexiness thereof, I ask them questions about what makes it boring, what they can do about it and so on \u2013 hopefully making them better aware of interesting possibilities in what they were doing. In some cases, people have hinted to me that they are considering quitting their \u201cboring\u201d job and looking for a reaction. Under such circumstances, to be fair to the coachee and to the coachee\u2019s employer (who is paying my fees!), I would say the best option is to ask the coachee questions exploring his rationale for leaving (without being judgmental on whether it is right or wrong) \u2013 like what does he think leaving the job will achieve, how will it get him closer to his goals, how is he sure that the same problems would not repeat themselves in the new organization and so on. The ultimate decision should be the coachee\u2019s based on introspection triggered by your questions. He may still choose to quit \u2013 but that is another matter! As far as you are concerned as a coach, you have played it fair & square. It is not unthinkable that you as the coach may actually agree with his rationale for seeking another job!<\/p>\n\n\n\n
A related aspect is also the organizational environment in which the coachee works \u2013 over & above his immediate work\/role discussed above. In sports coaching, the strong individual motivation is a given and the coachee has a great deal of control over what he can and cannot do to enhance his performance. The circumstances for software project managers are different. Their GROW model is in the context of an organization with its culture, policies, processes and so on. As a coach, I have encountered some real challenges here \u2013 the Project Manager may be aspiring to do something of value in his project but his line management and work environment may not be supportive. Some organizational policies can be insensitive to people and even draconian. In one software development organization, if project team members logged in less than 40 hours per week of approved work, there would be automatic cuts in their pay while the significant additional work needed at other times went scarcely noticed! How can one be expected to learn and enjoy their work in such an environment? In such cases, we do bring it up with the line management for addressing them and offer our help as well. To be honest, it worked sometimes and it did not in as many cases.<\/p>\n\n\n\n
In summary, as a practicing coach, you are bound to run into situations like the ones above which make you stop and ponder as to what extent theory can lead practice! You may need to introspect and think of newer ways of extending \u201ctheory\u201d or just use good old common sense and move on! At PM Power, we have the coaches\u2019 conclave where these situations are discussed to see how best to help the coachee considering all the circles of influence. It has significantly helped our coaches in specific situations and in honing their coaching skills in general.<\/p>\n\n\n\n
We invite you to share your coaching experiences (as a coach or a coachee) and we would be happy to share our perspectives which may be of help. You may reach us at info@pm-powerconsulting.com.<\/p>\n","post_title":"Journey of a coach - theory & practice (Part II)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-ii","to_ping":"","pinged":"","post_modified":"2024-01-29 10:54:32","post_modified_gmt":"2024-01-29 10:54:32","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1456","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1514,"post_author":"31","post_date":"2014-11-02 12:24:22","post_date_gmt":"2014-11-02 06:54:22","post_content":"\n
A speaker finishes a great speech \u2013 at least, HE thinks it is great! He then asks, \u201cAny questions?\u201d What does he expect? If I were him, I would expect the audience to demonstrate a level of understanding of what the speech was all about and ask meaningful questions - clarifying the ground covered and even extending from there.<\/p>\n\n\n\n
These are situations where one actually wants to be questioned to get a sense a satisfaction that the effort (the speech, in this case) has been worthwhile. But there are other situations where being questioned has a very negative connotation. It implies questioning the ability of the person being questioned or the work that he has done.<\/p>\n\n\n\n
The important thing is that the intent of questioning should be to seek understanding rather than putting down someone. Hence, even the tone of questioning is very important. Consider the difference between, \u201cWhy did you do THAT?\u201d and \u201cWhat are your reasons for doing THAT?\u201d<\/p>\n\n\n\n
The tone of the former question is judgmental while the same question asked differently demonstrates an openness and a neutral tone. The tone is important because it can either put people off & make them defensive or it can make them relaxed and explain their rationale for an idea or a course of action.<\/p>\n\n\n\n
From the above, it follows that there is a big difference between \u201cquestioning\u201d and \u201casking questions\u201d.<\/p>\n\n\n\n
$\"image\"$ <\/figure>\n\n\n\n
In the work context, a manager who adopts an approach of \u201casking questions\u201d enables an environment where his reportees apply their mind to the situation at hand and exercise their best judgment on the right course of action.<\/p>\n\n\n\n
The manager can use questions to expand the reportee\u2019s thinking and make him aware of aspects he may not have thought of (instead of just instructing him what to do).<\/p>\n\n\n\n
Hence asking questions contributes to the reportee\u2019s overall development and ability to deal with situations with minimal oversight. Equally important, it enables greater responsibility on the part of the reportee so that the implementation aspects of his suggestions are fully owned by him.<\/p>\n\n\n\n
Through this, the manager\u2019s time is also freed up from routine oversight functions to take up important but not urgent tasks.<\/p>\n\n\n\n
In a highly dynamic world, the approach of \u201casking questions\u201d is not just \u201ca nice to have\u201d but an imperative to empower people and ensure that the organization as a whole responds fast to changes in the environment.<\/p>\n\n\n\n
\u201cAsking questions\u201d is an essential part of the tool set of a coach who may be the line manager himself. You consciously adopt the approach for improving the \u201cawareness\u201d of the coachee and therefore, open his mind to his perceptions & other possibilities and take \u201cresponsibility\u201d for the options for actions that he chooses.<\/p>\n\n\n\n
Finally, adopting the approach of \u201casking questions\u201d needs a complementing skill which is ACTIVE listening. A coach cannot sustain a session of asking questions without actually listening well, understanding and re-phrasing of what the coachee says.<\/p>\n\n\n\n
As with most things in life, practice makes perfect \u2013 it takes time and experience to hone the approach of asking questions and the skill of active listening. But they can indeed be developed for individual and organizational benefit. The time to start is NOW!<\/p>\n","post_title":"Questioning and Asking Questions - what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"questioning-and-asking-questions-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:02","post_modified_gmt":"2024-01-29 10:55:02","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1514","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1448,"post_author":"31","post_date":"2014-11-02 06:59:09","post_date_gmt":"2014-11-02 01:29:09","post_content":"\n
This article is part of the series on \u201cJourney of a coach\u201d covering my experiences as a performance coach. You may have the read an earlier article in the series on \u201cJourney of a coach \u2013 the beginning\u201d<\/a>. The journey continues here...<\/p>\n\n\n\n
Yogi Berra, New York Yankees baseball player (arguably the best catcher of all time) said, \u201cIn theory, there is no difference between theory & practice. But in practice, there is!\u201d So, this article is about the theory & practice of coaching for performance \u2013 not baseball players but people managing software projects.<\/p>\n\n\n\n
In my context, the \u201ctheory\u201d was mostly \u201cCoaching for Performance\u201d by John Whitmore (by the way, there is another article of mine on Whitmore<\/a> if you are interested). The \u201cpractice\u201d was, of course, my actual experiences over the years.<\/p>\n\n\n\n
A caveat \u2013 I am not here to debunk theory and hail practice - as a cardiac surgeon might! I have a great deal of respect for Whitmore\u2019s book on Coaching for Performance. The book provided a solid reference and a practical guide for my work as a coach all these years.<\/p>\n\n\n\n
However, I do have my own \u201cinterpretations\u201d and \u201cextensions\u201d of the theory in actual practice which I wish to share. I will use the diagram below which shows the context for coaching.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
You can see the \u201ccircles of influence\u201d around the coachee which would have a bearing on coaching and its effectiveness. We will cover each of these circles with examples. Note that the coach\u2019s experience, beliefs and perceptions are also significant in the context in addition to his skills for coaching.<\/p>\n\n\n\n
Circle #1: Are all situations \u201ccoaching situations\u201d?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The first circle of influence is the coaching situation faced by the coachee at work. For example, it could be that he is recently promoted and finds gaining acceptance in his team a challenge.<\/p>\n\n\n\n
The question is whether all such work situations are amenable for coaching - whether you are the manager of the coachee or an external coach. If you follow the \u201ctheory\u201d (that is Whitmore), a coaching style can become the default management style of the entire organization for all occasions.<\/p>\n\n\n\n
In other words, all manager-reportee interactions can naturally follow the coaching style \u2013 the manager following the sequence of helping his reportee to identify the goal he is seeking to achieve, assess the current state of affairs, consider the available options to achieve the goal and making the commitment-making to make it happen.<\/p>\n\n\n\n
That is all very well, but what if you are a commando fighting a guerrilla war in a jungle and see a metal tube from the foliage pointing at you. Your commander (\u201cmanager\u201d) is not going to coach you through the situation, is he?<\/p>\n\n\n\n
There are also other equivalent (but less extreme) situations at work when time is of essence and all that the coachee needs is information or simple direction (like for example, how to balance staff loading in a project schedule).<\/p>\n\n\n\n
So, my interpretation of theory is that there is better pay-off of coaching in some situations than others. However, there are many, many work situations wherein the quality of work<\/b> or results<\/b> is very important, the learning<\/b> for the coachee very important and it is not an emergency<\/b>. Coaching is very relevant in those cases.<\/p>\n\n\n\n
Circle #2: Are people always receptive to coaching?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The next circle of influence is relating to how receptive people are to coaching even if their work situation was amenable for it.<\/p>\n\n\n\n
Are they motivated enough to become more aware<\/b> and take responsibility<\/b> by themselves and not just because their employer has enrolled them in a training & coaching program?<\/p>\n\n\n\n
Maslow\u2019s theory is that motivation is linked to the stage an individual is at in a hierarchy of needs (see diagram below from Whitmore\u2019s Coaching for Performance). Note that Whitmore has split Maslow\u2019s Esteem stage into two \u2013 Esteem from others and Self-esteem.<\/p>\n\n\n\n
At the stage of Esteem from others, one is looking \u201cexternal\u201d recognition and prestige as motivators. At the stage of Self-esteem, external motivators tend to become less important. More important is the need to make a difference and being empowered to do so enhancing self-esteem. This self-esteem stage is where coaching makes the biggest impact for personal growth.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
Source: Coaching for Performance by John Whitmore<\/i><\/p>\n\n\n\n
There are a few more \u201ccircles\u201d to cover which we will in Part II of the article.<\/p>\n\n\n\n
Till then...<\/p>\n","post_title":"Journey of a coach - theory & practice (Part I)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-i","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:34","post_modified_gmt":"2024-01-29 10:55:34","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1521,"post_author":"26","post_date":"2014-10-30 10:57:02","post_date_gmt":"2014-10-30 05:27:02","post_content":"\n
$\"Network_whenhow2\"$ <\/a><\/figure>\n\n\n\n
One is never without a network and if you are reading this - it may be more to know how to grow it and\/or to overcome obstacles, often due to one's level comfort with so called \"networking\".<\/p>\n\n\n\n
If you look at how you:<\/p>\n\n\n\n
\n
got the opportunity to work in your current position<\/li>\n\n\n\n
got into your college\/school<\/li>\n\n\n\n
got your house on rent or bought your apartment<\/li>\n<\/ul>\n\n\n\n
you will see that a network - formal, informal or virtual (internet based) was at play.<\/p>\n\n\n\n
I will focus on growing your professional network and a few simple steps for it and not delve into specifics of social media, as all of you would be familiar with it.<\/p>\n\n\n\n
First, start with your existing network - which will be your current and past colleagues, your college and school alumni, friends and family. See that you stay in touch with them, by meeting them up or electronically, if you are not in touch start right away. Sending greetings for important occasions, festivals and events is a good way to start. Make it a point to call a few of them over the commute\/ weekends and work on the complete list slowly and steadily, start at top the list again once you complete it.<\/p>\n\n\n\n
What if you need to ask for a reference or a favor from a person with whom you are not in regular touch. The best way to is to be honest, there is no point in coming up with a phony reason to get in touch with them and ask for what you want. Your honesty will be appreciated, after that do thank them and make an effort to stay in touch with them. See that your nurture this set of contacts where you have already made a start.<\/p>\n\n\n\n
Once, when I was looking out for a job using my network, I made it a point to call and thank all those who forwarded my resume to their contacts and I sent a book as a gift to thank all those contacts whose help took me to the interview stage. I did it without any motive and what amazed me was the warmth from these contacts in all my future interactions.<\/p>\n\n\n\n
Second area to focus on are the professional events - there will be events where your technical or managerial domain will be the focus. You may be sponsored\/encouraged by your organizations to attend them, do not let is pass citing an excuse of being busy. Do make time to attend a few of them. If you find that you do not have this opportunity then see that you find such events and enroll yourself.<\/p>\n\n\n\n
In my experience these events certainly help you make a few contacts, you will always find a few persons whom you will find interesting and knowledgeable and connect effortlessly. The key is to nurture this - see that you follow-up with a mail and\/or a call.<\/p>\n\n\n\n
If you are the type who feels inhibited to make an opening, then do not worry. I was advised by one of my mentors to just listen and not worry about talking and enjoy being there. If you listen and observe intently you will find yourself talking soon. Your focus on the interactions and not on your perceived ability, does the trick. Try it a couple of times and see for yourself.<\/p>\n\n\n\n
Lastly, for anything to succeed one has to have the desire, then comes the effort and discipline for achieving it. A small progress or a step with positive result, is the best encouragement for you to strive towards your goals. Do ponder on your actions and results to stay focused on continuing to do this.<\/p>\n\n\n\n
One related question I hear from many of my coachees is \"visibility\" within the organization. More on that in a later post.<\/p>\n","post_title":"Networking - when and how to begin?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"networking-when-and-how-to-begin","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:58","post_modified_gmt":"2024-01-29 14:50:58","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1521","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1517,"post_author":"30","post_date":"2014-10-29 09:30:26","post_date_gmt":"2014-10-29 04:00:26","post_content":"\n
$\"sell-it\"$ <\/a><\/figure>\n\n\n\n
As a child, I used to come up with various ideas for almost anything, and ask for Rs. 1000\/- per idea. Being a child, nobody would want to pay money, that too a thousand Rupees \u2013 but, I would get something else as an appreciation for my efforts. A toffee, a cone ice cream etc.<\/p>\n\n\n\n
Further on, when I used to be active in small groups, selling was more of ideas and to get the team to converge on something, that the group can take as an action.<\/p>\n\n\n\n
As a team leader, I needed to sell the vision of the project to the team, to get everybody\u2019s buy in.<\/p>\n\n\n\n
More recently, I have been in contact with many aspiring and active entrepreneurs. Selling is something that they do with every breath.<\/p>\n\n\n\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

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\n
The ideal update would include some information on -
How much work is done?
When the work is expected to complete?
If completing soon, the team member will certainly state what task he is planning to pick up next.<\/p>\n\n\n\n
Is it quite possible that the thinking on \u201cwhat next\u201d will not happen in the minds, and that is not good. There is a possibility that \u201cI will continue...\u201d kind of update will result in the person continue on task and not take up another, even if it were possible, as words said aloud influence thoughts\/thinking.<\/p>\n\n\n\n
So the Scrum Master and the team has to be alert to how the updates are provided. They can always ask questions to elicit relevant information.<\/p>\n\n\n\n
One practice that will help - is the updating of remaining hours on the task. This if done regularly, will surface in the Daily Scrum and result in update being more specific. If the remaining hours on a task is a fraction of the day, it prompts the team member to the \u201cwhat next\u201d thinking, and share the same.<\/p>\n\n\n\n
Do you have any similar experiences? Would like to hear them as well as your views.<\/p>\n","post_title":"Keeping Daily Scrum focused...","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"keeping-daily-scrum-focused","to_ping":"","pinged":"","post_modified":"2024-01-29 14:49:32","post_modified_gmt":"2024-01-29 14:49:32","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3510","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3343,"post_author":"26","post_date":"2015-05-15 09:38:10","post_date_gmt":"2015-05-15 04:08:10","post_content":"\n
As a coach, a recurring situation one faces, towards the end of the first sprint after the coaching has started, is the push and shove to the retrospective. After seemingly making the team understand that two key aspect of Agile Scrum are to surface the problems at the earliest<\/strong> and avoiding any kind of waste<\/strong>. I naively expected that the team will be eager to do the retrospective, but wiser now.<\/p>\n\n\n\n
$\"lookingback\"$ <\/figure>\n\n\n\n
<\/p>\n\n\n\n
The team will be scrambling to wrap up the work and close all stories to meet the sprint commitment made, the sprint will be kept open till the the very end and at times a few hours into the next sprint. The Sprint Planning for next sprint has to start, the Sprint Review needs to happen for stories to be closed, where is the time for retrospective? Can it be done next time?<\/p>\n\n\n\n
At times they combine Retrospective and Sprint Planning, which results in speeding through the retrospective and getting quickly into the planning. Add to this the different locations and time zones of the PO and Scrum Team. The retrospective at times is scheduled after Sprint Planning, which is anyway better than not having it at all.<\/p>\n\n\n\n
So here is how it goes, the three questions are asked, inputs collated and a mail sent to all stakeholders and the collated inputs made available in a common area. Very less focus on listening to each other and trying to resolve issues.<\/p>\n\n\n\n
The way I deal with this is that I share with the Scrum Master and team on how an ideal Retrospective should proceed and leave it to them to get close to it:
- Use post-its to capture what went well, stick on board, have one of team read all of it. Clarify any point that is not clear,
- Same for what did not go well,
- Same for what they would start to do,
- At this juncture prioritize the start to do\/action items and brainstorm, starting from top till the time runs out.<\/p>\n\n\n\n
This has worked well, teams typically identify one to three items and come up with reasonable details for implementing them. If required I remind them of these mid sprint, some steps are taken and progress made, this helps in them getting into the habit of doing retrospectives regularly.<\/p>\n\n\n\n
One more point to note is that a problem that seems \u201ca way of life\u201d, at end of first sprint may get some solutions, in the subsequent sprint. My reading of this is that the problem when noted first is annoying and frustrating, team is mentally tired to work on it. But when the same problem surfaces again, they are able to come up with a solution, as the frustration is vented in past.<\/p>\n\n\n\n
Let me share one example. This is to do with a scarce DBA resource causing stories to be re-opened due to delayed inputs\/review. At the end of first sprint they made note of this issue and came out strongly on \u201cthis how it is going to be\u201d, \u201cwe have escalated enough already in past\u201d. The issue surfaced again in next sprint, as it was discussed before, the emotions were in check. One of team suggested that we use the grooming pattern, i.e., plan\/do in advance. They figured out a way to deal with it.<\/p>\n\n\n\n
Another oft repeating issue is the frustration of not being able to close a story, because just the show and tell (demo) could not happen, or a build and test in correct environment was not completed due to big queue in CM. The team argues for closing the story, they feel that they are loosing story points for no fault of theirs. Here as a coach, one has to reinforce the concept of \u201cDone\u201d and revisit the concept of \u201cVelocity\u201d.<\/p>\n","post_title":"Initial coaching interventions for Retrospectives","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"initial-coaching-interventions-for-retrospectives","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:04","post_modified_gmt":"2024-01-29 14:50:04","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3343","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3339,"post_author":"26","post_date":"2015-04-11 09:33:55","post_date_gmt":"2015-04-11 04:03:55","post_content":"\n
Teams new to Scrum have a product backlog. The backlog will be groomed to some degree, typically have clarity for up to one to two sprints. The priority will be clear, with fair amount of detail on the requirements. The estimates may be present, it could be story points or a masked form of an effort estimate.<\/p>\n\n\n\n
The Product Owner (PO), who is not co-located in most of the teams will participate in Sprint Planning and along with the Scrum Master and team pick a set of stories to be done in the Sprint. After this the team jumps into doing the work. Detailed Sprint Planning is given a miss as PO will not be available for the entire duration and the team reluctant to do task based estimate for variety of reasons, if they do it is done by a few senior members of the team.<\/p>\n\n\n\n
This is where the first intervention from coach is needed, coax them to do detailed planning i.e., break down the stories into tasks and corresponding effort estimates. Insist that the entire team be involved and ensure that they balance the work they are taking up with the capacity the team has. Here is where they get to see one of the characteristics of Scrum \u2013 uncovering the problems at the earliest, and as a coach one should ensure that they become aware of it.<\/p>\n\n\n\n
$\"Sprint_Plan_1\"$ <\/figure>\n\n\n\n
Few things they discover:
- there may not be enough Analysis\/Dev\/DBA\/QA capacity in the team
- some of the team may not be fully utilized
- as they break down stories to tasks they realize that some stories cannot be completed, due to external dependencies, that is unlikely to be fulfilled.
- they may require more information from the PO.
- lastly the entire team gains an understanding what is planned to be accomplished.<\/p>\n\n\n\n
And it is interesting to see how they work around this:
- make use of team members not fully utilized to accomplish some of the tasks.
- the above at times involves redistributing the work, so that team members volunteering outside their domain, can take up relatively simpler tasks.
- go back to PO\/stakeholders and try to get the dependencies resolved or pick another story, this one requires a push from coach.
- get clarity on requirements from PO, this has to happen the next day.
- re-adjust the sprint backlog taking the above into account.<\/p>\n\n\n\n
$\"Sprint_Plan_2\"$ <\/figure>\n\n\n\n
At times guidelines are adhered to, planning sessions is time-boxed, they assume that all planning needs to happen in one sitting. Here is where, as a coach, one has to make them see the \"why\" behind a particular step, \"what\" outcome is desired? The outcome of having a proper Sprint Plan is more important than accomplishing it a single time-boxed session.<\/p>\n\n\n\n
As they complete this they realize that in past sprints, they grappled with these issues, towards the end of the sprint. Now they have ample time to cope with it \u2013 the benefit of Scrum uncovering problems earlier is leveraged.<\/p>\n\n\n\n
There is reluctance to do task effort estimates. In the traditional planning task estimates are done for entire project even with some requirements not being clear. This would have resulted in lot of waste, this coupled with notion that agile means no planning is the major cause of the reluctance. As a coach, one needs to highlight that there is better clarity on requirements and it is being done for just a sprint, so there is no waste. The reluctance is also due to lack of understanding of the difference between story point, size and effort estimates, this needs to be addressed.<\/p>\n\n\n\n
At this juncture the team is ready to make and take on the commitment with higher confidence. You can see the related blog on retrospectives.<\/p>\n","post_title":"Initial coaching interventions for Sprint Planning","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"initial-coaching-interventions-for-sprint-planning","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:24","post_modified_gmt":"2024-01-29 14:50:24","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3339","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1519,"post_author":"33","post_date":"2014-11-09 12:15:54","post_date_gmt":"2014-11-09 06:45:54","post_content":"\n
$\"\"\/$ <\/figure>\n\n\n\n
  <\/p>\n\n\n\n
Leaders have only two jobs:<\/p>\n\n\n\n
1) Getting work done<\/p>\n\n\n\n
2) Growing the people<\/p>\n\n\n\n
Coaching as a leadership\/management style achieves both.<\/p>\n\n\n\n
With Command & Control approach, managers may get the work done in the short term, by force. But that might have negative impacts on the team in terms of :<\/p>\n\n\n\n
- Lack of ownership<\/p>\n\n\n\n
- Low motivation<\/p>\n\n\n\n
- Poor quality output<\/p>\n\n\n\n
- Low productivity<\/p>\n\n\n\n
- Missed schedules etc.<\/p>\n\n\n\n
Command & Control might also impact development of team members negatively. Teams might wait for manager to give instruction. They might hesitate to take initiative as it might get overruled by the manager. They might stop thinking new & innovative ideas as the manager will always tell them what to do.<\/p>\n\n\n\n
On the other hand, with Coaching as the leadership style, managers will empower the team members to come out with new ideas, solutions and encourage them to implement them. They will help the team members to discover their strengths by asking questions & challenging them. This builds motivation and ownership in the team members.<\/p>\n\n\n\n
Having said that, there are situations where Managers need to use command & control approaches. For example, in a fire fighting situation where extremely quick response in needed. There will be a need for different approaches for different team members \u2013 someone may need more directive input & constant oversight and someone may need a lot of freedom.<\/p>\n\n\n\n
A good leader is one who has high self awareness, self-regulation, self-motivation and empathy through which he\/she can sense and respond differently, in a conscious way, to different situations & different people.<\/p>\n\n\n\n
However, to be a good Leader, coaching way of management style should be the most natural approach and command & control should be the exception.<\/p>\n","post_title":"Coaching vs Command & Control style of Management","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"coaching-vs-command-control-style-of-management","to_ping":"","pinged":"","post_modified":"2024-01-29 15:34:20","post_modified_gmt":"2024-01-29 15:34:20","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1519","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1456,"post_author":"31","post_date":"2014-11-09 12:15:37","post_date_gmt":"2014-11-09 06:45:37","post_content":"\n
In an earlier article \u201cJourney of a coach \u2013 theory & practice (Part I)<\/a>, we introduced the \u201ccircles of influence\u201d which form the context (see diagram below) for coaching process.<\/p>\n\n\n\n
$\"image\"$ <\/a> The circles in the diagram above have a significant bearing on coaching effectiveness and need to be addressed by the coach using the theory of coaching (such as Whitmore\u2019s book on \u201cCoaching for Performance\u201d). In the case of some circles, the theory may \u201cend\u201d at some point and the coach will have \u201cinterpret\u201d and \u201cextend\u201d it for the specific coachee situation at hand.<\/p>\n\n\n\n
We covered the following in Part I of this article:<\/p>\n\n\n\n
\u00b7 Circle #1: Are all situations \u201ccoaching situations\u201d?<\/p>\n\n\n\n
\u00b7 Circle #2: Are people always receptive to coaching?<\/p>\n\n\n\n
In this Part II, we will cover the two remaining circles.<\/p>\n\n\n\n
Circle #3: Are coaches sometimes helpless?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
Circle #3 above regarding \u201cbeliefs, perceptions and personal circumstances\u201d can actually be quite a hard shell hindering coaching progress. But it is often an invisible hard shell because people will share only so much of their innermost beliefs and personal circumstances even though they are impacting their work performance. Coaches make chance discoveries of this shell in the Reality check part (that is, the current state of affairs that needs to improve to meet the Goal) of the Goal-Reality-Options-Will (GROW) model of Whitmore. Here are examples:<\/p>\n\n\n\n
\u00b7 A coachee once candidly admitted that he was himself the reason for his declining performance at work. The reason was that his family was going through his sister\u2019s painful divorce in the US and her life coming back to India. He just could not go about work as usual<\/p>\n\n\n\n
\u00b7 A second coachee had a lot of issues with his manager. He felt that the manager\u2019s lack of domain knowledge resulted in his not realizing & recognizing the value of the coachee\u2019s work. In addition, the coachee seemed to indicate that lack of recognition of his work had to do with his belonging to a minority religious community in India<\/p>\n\n\n\n
\u00b7 Yet another coachee told my colleague (also a Performance Coach) that her problems arose because her boss was an inveterate woman-hater<\/p>\n\n\n\n
These are situations of tight-rope walking for a performance coach! In situations of personal crisis, the coach may only help by sympathetic and patient listening. This may help the coachee more than one would think \u2013 just getting the problem \u201coff his chest\u201d often helps and relieves stress. Being less stressed, he may be able to come to grips with his personal predicament and deal with it better. However, coachee\u2019s entrenched beliefs on, say, religion and gender can be very challenging for the coach to deal with. Some deep-rooted beliefs may indicate pathology needing help from a trained therapist \u2013 far beyond the scope of performance coaching and the ability of the coach.<\/p>\n\n\n\n
Circle #4: Is the coachee\u2019s work environment conducive?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The last circle of influence is the coachee\u2019s work. Sometimes, people have told me that they are \u201cstuck\u201d in positions \u2013 say, \u201croutine\u201d software bug fixing and maintenance where there is really no scope for \u201clearning, enjoyment and fulfillment\u201d (you may like to read My Team is not motivated!!!<\/a> by my colleague Prasanna Moses on this). Most of us would agree that there is far less drudgery at work in today\u2019s knowledge-centric world than even just 30 years ago. We would also agree that there is no such thing as 100% \u201csexy\u201d work (unless of course, you are doing breakthrough work of your calling \u2013 say, in quantum computing). So, when coachees complain about their current work\/role and the lack of sexiness thereof, I ask them questions about what makes it boring, what they can do about it and so on \u2013 hopefully making them better aware of interesting possibilities in what they were doing. In some cases, people have hinted to me that they are considering quitting their \u201cboring\u201d job and looking for a reaction. Under such circumstances, to be fair to the coachee and to the coachee\u2019s employer (who is paying my fees!), I would say the best option is to ask the coachee questions exploring his rationale for leaving (without being judgmental on whether it is right or wrong) \u2013 like what does he think leaving the job will achieve, how will it get him closer to his goals, how is he sure that the same problems would not repeat themselves in the new organization and so on. The ultimate decision should be the coachee\u2019s based on introspection triggered by your questions. He may still choose to quit \u2013 but that is another matter! As far as you are concerned as a coach, you have played it fair & square. It is not unthinkable that you as the coach may actually agree with his rationale for seeking another job!<\/p>\n\n\n\n
A related aspect is also the organizational environment in which the coachee works \u2013 over & above his immediate work\/role discussed above. In sports coaching, the strong individual motivation is a given and the coachee has a great deal of control over what he can and cannot do to enhance his performance. The circumstances for software project managers are different. Their GROW model is in the context of an organization with its culture, policies, processes and so on. As a coach, I have encountered some real challenges here \u2013 the Project Manager may be aspiring to do something of value in his project but his line management and work environment may not be supportive. Some organizational policies can be insensitive to people and even draconian. In one software development organization, if project team members logged in less than 40 hours per week of approved work, there would be automatic cuts in their pay while the significant additional work needed at other times went scarcely noticed! How can one be expected to learn and enjoy their work in such an environment? In such cases, we do bring it up with the line management for addressing them and offer our help as well. To be honest, it worked sometimes and it did not in as many cases.<\/p>\n\n\n\n
In summary, as a practicing coach, you are bound to run into situations like the ones above which make you stop and ponder as to what extent theory can lead practice! You may need to introspect and think of newer ways of extending \u201ctheory\u201d or just use good old common sense and move on! At PM Power, we have the coaches\u2019 conclave where these situations are discussed to see how best to help the coachee considering all the circles of influence. It has significantly helped our coaches in specific situations and in honing their coaching skills in general.<\/p>\n\n\n\n
We invite you to share your coaching experiences (as a coach or a coachee) and we would be happy to share our perspectives which may be of help. You may reach us at info@pm-powerconsulting.com.<\/p>\n","post_title":"Journey of a coach - theory & practice (Part II)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-ii","to_ping":"","pinged":"","post_modified":"2024-01-29 10:54:32","post_modified_gmt":"2024-01-29 10:54:32","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1456","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1514,"post_author":"31","post_date":"2014-11-02 12:24:22","post_date_gmt":"2014-11-02 06:54:22","post_content":"\n
A speaker finishes a great speech \u2013 at least, HE thinks it is great! He then asks, \u201cAny questions?\u201d What does he expect? If I were him, I would expect the audience to demonstrate a level of understanding of what the speech was all about and ask meaningful questions - clarifying the ground covered and even extending from there.<\/p>\n\n\n\n
These are situations where one actually wants to be questioned to get a sense a satisfaction that the effort (the speech, in this case) has been worthwhile. But there are other situations where being questioned has a very negative connotation. It implies questioning the ability of the person being questioned or the work that he has done.<\/p>\n\n\n\n
The important thing is that the intent of questioning should be to seek understanding rather than putting down someone. Hence, even the tone of questioning is very important. Consider the difference between, \u201cWhy did you do THAT?\u201d and \u201cWhat are your reasons for doing THAT?\u201d<\/p>\n\n\n\n
The tone of the former question is judgmental while the same question asked differently demonstrates an openness and a neutral tone. The tone is important because it can either put people off & make them defensive or it can make them relaxed and explain their rationale for an idea or a course of action.<\/p>\n\n\n\n
From the above, it follows that there is a big difference between \u201cquestioning\u201d and \u201casking questions\u201d.<\/p>\n\n\n\n
$\"image\"$ <\/figure>\n\n\n\n
In the work context, a manager who adopts an approach of \u201casking questions\u201d enables an environment where his reportees apply their mind to the situation at hand and exercise their best judgment on the right course of action.<\/p>\n\n\n\n
The manager can use questions to expand the reportee\u2019s thinking and make him aware of aspects he may not have thought of (instead of just instructing him what to do).<\/p>\n\n\n\n
Hence asking questions contributes to the reportee\u2019s overall development and ability to deal with situations with minimal oversight. Equally important, it enables greater responsibility on the part of the reportee so that the implementation aspects of his suggestions are fully owned by him.<\/p>\n\n\n\n
Through this, the manager\u2019s time is also freed up from routine oversight functions to take up important but not urgent tasks.<\/p>\n\n\n\n
In a highly dynamic world, the approach of \u201casking questions\u201d is not just \u201ca nice to have\u201d but an imperative to empower people and ensure that the organization as a whole responds fast to changes in the environment.<\/p>\n\n\n\n
\u201cAsking questions\u201d is an essential part of the tool set of a coach who may be the line manager himself. You consciously adopt the approach for improving the \u201cawareness\u201d of the coachee and therefore, open his mind to his perceptions & other possibilities and take \u201cresponsibility\u201d for the options for actions that he chooses.<\/p>\n\n\n\n
Finally, adopting the approach of \u201casking questions\u201d needs a complementing skill which is ACTIVE listening. A coach cannot sustain a session of asking questions without actually listening well, understanding and re-phrasing of what the coachee says.<\/p>\n\n\n\n
As with most things in life, practice makes perfect \u2013 it takes time and experience to hone the approach of asking questions and the skill of active listening. But they can indeed be developed for individual and organizational benefit. The time to start is NOW!<\/p>\n","post_title":"Questioning and Asking Questions - what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"questioning-and-asking-questions-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:02","post_modified_gmt":"2024-01-29 10:55:02","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1514","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1448,"post_author":"31","post_date":"2014-11-02 06:59:09","post_date_gmt":"2014-11-02 01:29:09","post_content":"\n
This article is part of the series on \u201cJourney of a coach\u201d covering my experiences as a performance coach. You may have the read an earlier article in the series on \u201cJourney of a coach \u2013 the beginning\u201d<\/a>. The journey continues here...<\/p>\n\n\n\n
Yogi Berra, New York Yankees baseball player (arguably the best catcher of all time) said, \u201cIn theory, there is no difference between theory & practice. But in practice, there is!\u201d So, this article is about the theory & practice of coaching for performance \u2013 not baseball players but people managing software projects.<\/p>\n\n\n\n
In my context, the \u201ctheory\u201d was mostly \u201cCoaching for Performance\u201d by John Whitmore (by the way, there is another article of mine on Whitmore<\/a> if you are interested). The \u201cpractice\u201d was, of course, my actual experiences over the years.<\/p>\n\n\n\n
A caveat \u2013 I am not here to debunk theory and hail practice - as a cardiac surgeon might! I have a great deal of respect for Whitmore\u2019s book on Coaching for Performance. The book provided a solid reference and a practical guide for my work as a coach all these years.<\/p>\n\n\n\n
However, I do have my own \u201cinterpretations\u201d and \u201cextensions\u201d of the theory in actual practice which I wish to share. I will use the diagram below which shows the context for coaching.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
You can see the \u201ccircles of influence\u201d around the coachee which would have a bearing on coaching and its effectiveness. We will cover each of these circles with examples. Note that the coach\u2019s experience, beliefs and perceptions are also significant in the context in addition to his skills for coaching.<\/p>\n\n\n\n
Circle #1: Are all situations \u201ccoaching situations\u201d?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The first circle of influence is the coaching situation faced by the coachee at work. For example, it could be that he is recently promoted and finds gaining acceptance in his team a challenge.<\/p>\n\n\n\n
The question is whether all such work situations are amenable for coaching - whether you are the manager of the coachee or an external coach. If you follow the \u201ctheory\u201d (that is Whitmore), a coaching style can become the default management style of the entire organization for all occasions.<\/p>\n\n\n\n
In other words, all manager-reportee interactions can naturally follow the coaching style \u2013 the manager following the sequence of helping his reportee to identify the goal he is seeking to achieve, assess the current state of affairs, consider the available options to achieve the goal and making the commitment-making to make it happen.<\/p>\n\n\n\n
That is all very well, but what if you are a commando fighting a guerrilla war in a jungle and see a metal tube from the foliage pointing at you. Your commander (\u201cmanager\u201d) is not going to coach you through the situation, is he?<\/p>\n\n\n\n
There are also other equivalent (but less extreme) situations at work when time is of essence and all that the coachee needs is information or simple direction (like for example, how to balance staff loading in a project schedule).<\/p>\n\n\n\n
So, my interpretation of theory is that there is better pay-off of coaching in some situations than others. However, there are many, many work situations wherein the quality of work<\/b> or results<\/b> is very important, the learning<\/b> for the coachee very important and it is not an emergency<\/b>. Coaching is very relevant in those cases.<\/p>\n\n\n\n
Circle #2: Are people always receptive to coaching?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The next circle of influence is relating to how receptive people are to coaching even if their work situation was amenable for it.<\/p>\n\n\n\n
Are they motivated enough to become more aware<\/b> and take responsibility<\/b> by themselves and not just because their employer has enrolled them in a training & coaching program?<\/p>\n\n\n\n
Maslow\u2019s theory is that motivation is linked to the stage an individual is at in a hierarchy of needs (see diagram below from Whitmore\u2019s Coaching for Performance). Note that Whitmore has split Maslow\u2019s Esteem stage into two \u2013 Esteem from others and Self-esteem.<\/p>\n\n\n\n
At the stage of Esteem from others, one is looking \u201cexternal\u201d recognition and prestige as motivators. At the stage of Self-esteem, external motivators tend to become less important. More important is the need to make a difference and being empowered to do so enhancing self-esteem. This self-esteem stage is where coaching makes the biggest impact for personal growth.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
Source: Coaching for Performance by John Whitmore<\/i><\/p>\n\n\n\n
There are a few more \u201ccircles\u201d to cover which we will in Part II of the article.<\/p>\n\n\n\n
Till then...<\/p>\n","post_title":"Journey of a coach - theory & practice (Part I)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-i","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:34","post_modified_gmt":"2024-01-29 10:55:34","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1521,"post_author":"26","post_date":"2014-10-30 10:57:02","post_date_gmt":"2014-10-30 05:27:02","post_content":"\n
$\"Network_whenhow2\"$ <\/a><\/figure>\n\n\n\n
One is never without a network and if you are reading this - it may be more to know how to grow it and\/or to overcome obstacles, often due to one's level comfort with so called \"networking\".<\/p>\n\n\n\n
If you look at how you:<\/p>\n\n\n\n
\n
got the opportunity to work in your current position<\/li>\n\n\n\n
got into your college\/school<\/li>\n\n\n\n
got your house on rent or bought your apartment<\/li>\n<\/ul>\n\n\n\n
you will see that a network - formal, informal or virtual (internet based) was at play.<\/p>\n\n\n\n
I will focus on growing your professional network and a few simple steps for it and not delve into specifics of social media, as all of you would be familiar with it.<\/p>\n\n\n\n
First, start with your existing network - which will be your current and past colleagues, your college and school alumni, friends and family. See that you stay in touch with them, by meeting them up or electronically, if you are not in touch start right away. Sending greetings for important occasions, festivals and events is a good way to start. Make it a point to call a few of them over the commute\/ weekends and work on the complete list slowly and steadily, start at top the list again once you complete it.<\/p>\n\n\n\n
What if you need to ask for a reference or a favor from a person with whom you are not in regular touch. The best way to is to be honest, there is no point in coming up with a phony reason to get in touch with them and ask for what you want. Your honesty will be appreciated, after that do thank them and make an effort to stay in touch with them. See that your nurture this set of contacts where you have already made a start.<\/p>\n\n\n\n
Once, when I was looking out for a job using my network, I made it a point to call and thank all those who forwarded my resume to their contacts and I sent a book as a gift to thank all those contacts whose help took me to the interview stage. I did it without any motive and what amazed me was the warmth from these contacts in all my future interactions.<\/p>\n\n\n\n
Second area to focus on are the professional events - there will be events where your technical or managerial domain will be the focus. You may be sponsored\/encouraged by your organizations to attend them, do not let is pass citing an excuse of being busy. Do make time to attend a few of them. If you find that you do not have this opportunity then see that you find such events and enroll yourself.<\/p>\n\n\n\n
In my experience these events certainly help you make a few contacts, you will always find a few persons whom you will find interesting and knowledgeable and connect effortlessly. The key is to nurture this - see that you follow-up with a mail and\/or a call.<\/p>\n\n\n\n
If you are the type who feels inhibited to make an opening, then do not worry. I was advised by one of my mentors to just listen and not worry about talking and enjoy being there. If you listen and observe intently you will find yourself talking soon. Your focus on the interactions and not on your perceived ability, does the trick. Try it a couple of times and see for yourself.<\/p>\n\n\n\n
Lastly, for anything to succeed one has to have the desire, then comes the effort and discipline for achieving it. A small progress or a step with positive result, is the best encouragement for you to strive towards your goals. Do ponder on your actions and results to stay focused on continuing to do this.<\/p>\n\n\n\n
One related question I hear from many of my coachees is \"visibility\" within the organization. More on that in a later post.<\/p>\n","post_title":"Networking - when and how to begin?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"networking-when-and-how-to-begin","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:58","post_modified_gmt":"2024-01-29 14:50:58","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1521","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1517,"post_author":"30","post_date":"2014-10-29 09:30:26","post_date_gmt":"2014-10-29 04:00:26","post_content":"\n
$\"sell-it\"$ <\/a><\/figure>\n\n\n\n
As a child, I used to come up with various ideas for almost anything, and ask for Rs. 1000\/- per idea. Being a child, nobody would want to pay money, that too a thousand Rupees \u2013 but, I would get something else as an appreciation for my efforts. A toffee, a cone ice cream etc.<\/p>\n\n\n\n
Further on, when I used to be active in small groups, selling was more of ideas and to get the team to converge on something, that the group can take as an action.<\/p>\n\n\n\n
As a team leader, I needed to sell the vision of the project to the team, to get everybody\u2019s buy in.<\/p>\n\n\n\n
More recently, I have been in contact with many aspiring and active entrepreneurs. Selling is something that they do with every breath.<\/p>\n\n\n\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 10 of 12 Previous 1 … 9 10 11 12 Next

\n
The next day update too is similar. Now it is likely that couple more team members shift to this style of update. There is an innate, unconscious tendency in humans to mimic, imitate or follow other people, which surfaces time to time. Very soon all updates become similar.<\/p>\n\n\n\n
The ideal update would include some information on -
How much work is done?
When the work is expected to complete?
If completing soon, the team member will certainly state what task he is planning to pick up next.<\/p>\n\n\n\n
Is it quite possible that the thinking on \u201cwhat next\u201d will not happen in the minds, and that is not good. There is a possibility that \u201cI will continue...\u201d kind of update will result in the person continue on task and not take up another, even if it were possible, as words said aloud influence thoughts\/thinking.<\/p>\n\n\n\n
So the Scrum Master and the team has to be alert to how the updates are provided. They can always ask questions to elicit relevant information.<\/p>\n\n\n\n
One practice that will help - is the updating of remaining hours on the task. This if done regularly, will surface in the Daily Scrum and result in update being more specific. If the remaining hours on a task is a fraction of the day, it prompts the team member to the \u201cwhat next\u201d thinking, and share the same.<\/p>\n\n\n\n
Do you have any similar experiences? Would like to hear them as well as your views.<\/p>\n","post_title":"Keeping Daily Scrum focused...","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"keeping-daily-scrum-focused","to_ping":"","pinged":"","post_modified":"2024-01-29 14:49:32","post_modified_gmt":"2024-01-29 14:49:32","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3510","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3343,"post_author":"26","post_date":"2015-05-15 09:38:10","post_date_gmt":"2015-05-15 04:08:10","post_content":"\n
As a coach, a recurring situation one faces, towards the end of the first sprint after the coaching has started, is the push and shove to the retrospective. After seemingly making the team understand that two key aspect of Agile Scrum are to surface the problems at the earliest<\/strong> and avoiding any kind of waste<\/strong>. I naively expected that the team will be eager to do the retrospective, but wiser now.<\/p>\n\n\n\n
$\"lookingback\"$ <\/figure>\n\n\n\n
<\/p>\n\n\n\n
The team will be scrambling to wrap up the work and close all stories to meet the sprint commitment made, the sprint will be kept open till the the very end and at times a few hours into the next sprint. The Sprint Planning for next sprint has to start, the Sprint Review needs to happen for stories to be closed, where is the time for retrospective? Can it be done next time?<\/p>\n\n\n\n
At times they combine Retrospective and Sprint Planning, which results in speeding through the retrospective and getting quickly into the planning. Add to this the different locations and time zones of the PO and Scrum Team. The retrospective at times is scheduled after Sprint Planning, which is anyway better than not having it at all.<\/p>\n\n\n\n
So here is how it goes, the three questions are asked, inputs collated and a mail sent to all stakeholders and the collated inputs made available in a common area. Very less focus on listening to each other and trying to resolve issues.<\/p>\n\n\n\n
The way I deal with this is that I share with the Scrum Master and team on how an ideal Retrospective should proceed and leave it to them to get close to it:
- Use post-its to capture what went well, stick on board, have one of team read all of it. Clarify any point that is not clear,
- Same for what did not go well,
- Same for what they would start to do,
- At this juncture prioritize the start to do\/action items and brainstorm, starting from top till the time runs out.<\/p>\n\n\n\n
This has worked well, teams typically identify one to three items and come up with reasonable details for implementing them. If required I remind them of these mid sprint, some steps are taken and progress made, this helps in them getting into the habit of doing retrospectives regularly.<\/p>\n\n\n\n
One more point to note is that a problem that seems \u201ca way of life\u201d, at end of first sprint may get some solutions, in the subsequent sprint. My reading of this is that the problem when noted first is annoying and frustrating, team is mentally tired to work on it. But when the same problem surfaces again, they are able to come up with a solution, as the frustration is vented in past.<\/p>\n\n\n\n
Let me share one example. This is to do with a scarce DBA resource causing stories to be re-opened due to delayed inputs\/review. At the end of first sprint they made note of this issue and came out strongly on \u201cthis how it is going to be\u201d, \u201cwe have escalated enough already in past\u201d. The issue surfaced again in next sprint, as it was discussed before, the emotions were in check. One of team suggested that we use the grooming pattern, i.e., plan\/do in advance. They figured out a way to deal with it.<\/p>\n\n\n\n
Another oft repeating issue is the frustration of not being able to close a story, because just the show and tell (demo) could not happen, or a build and test in correct environment was not completed due to big queue in CM. The team argues for closing the story, they feel that they are loosing story points for no fault of theirs. Here as a coach, one has to reinforce the concept of \u201cDone\u201d and revisit the concept of \u201cVelocity\u201d.<\/p>\n","post_title":"Initial coaching interventions for Retrospectives","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"initial-coaching-interventions-for-retrospectives","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:04","post_modified_gmt":"2024-01-29 14:50:04","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3343","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3339,"post_author":"26","post_date":"2015-04-11 09:33:55","post_date_gmt":"2015-04-11 04:03:55","post_content":"\n
Teams new to Scrum have a product backlog. The backlog will be groomed to some degree, typically have clarity for up to one to two sprints. The priority will be clear, with fair amount of detail on the requirements. The estimates may be present, it could be story points or a masked form of an effort estimate.<\/p>\n\n\n\n
The Product Owner (PO), who is not co-located in most of the teams will participate in Sprint Planning and along with the Scrum Master and team pick a set of stories to be done in the Sprint. After this the team jumps into doing the work. Detailed Sprint Planning is given a miss as PO will not be available for the entire duration and the team reluctant to do task based estimate for variety of reasons, if they do it is done by a few senior members of the team.<\/p>\n\n\n\n
This is where the first intervention from coach is needed, coax them to do detailed planning i.e., break down the stories into tasks and corresponding effort estimates. Insist that the entire team be involved and ensure that they balance the work they are taking up with the capacity the team has. Here is where they get to see one of the characteristics of Scrum \u2013 uncovering the problems at the earliest, and as a coach one should ensure that they become aware of it.<\/p>\n\n\n\n
$\"Sprint_Plan_1\"$ <\/figure>\n\n\n\n
Few things they discover:
- there may not be enough Analysis\/Dev\/DBA\/QA capacity in the team
- some of the team may not be fully utilized
- as they break down stories to tasks they realize that some stories cannot be completed, due to external dependencies, that is unlikely to be fulfilled.
- they may require more information from the PO.
- lastly the entire team gains an understanding what is planned to be accomplished.<\/p>\n\n\n\n
And it is interesting to see how they work around this:
- make use of team members not fully utilized to accomplish some of the tasks.
- the above at times involves redistributing the work, so that team members volunteering outside their domain, can take up relatively simpler tasks.
- go back to PO\/stakeholders and try to get the dependencies resolved or pick another story, this one requires a push from coach.
- get clarity on requirements from PO, this has to happen the next day.
- re-adjust the sprint backlog taking the above into account.<\/p>\n\n\n\n
$\"Sprint_Plan_2\"$ <\/figure>\n\n\n\n
At times guidelines are adhered to, planning sessions is time-boxed, they assume that all planning needs to happen in one sitting. Here is where, as a coach, one has to make them see the \"why\" behind a particular step, \"what\" outcome is desired? The outcome of having a proper Sprint Plan is more important than accomplishing it a single time-boxed session.<\/p>\n\n\n\n
As they complete this they realize that in past sprints, they grappled with these issues, towards the end of the sprint. Now they have ample time to cope with it \u2013 the benefit of Scrum uncovering problems earlier is leveraged.<\/p>\n\n\n\n
There is reluctance to do task effort estimates. In the traditional planning task estimates are done for entire project even with some requirements not being clear. This would have resulted in lot of waste, this coupled with notion that agile means no planning is the major cause of the reluctance. As a coach, one needs to highlight that there is better clarity on requirements and it is being done for just a sprint, so there is no waste. The reluctance is also due to lack of understanding of the difference between story point, size and effort estimates, this needs to be addressed.<\/p>\n\n\n\n
At this juncture the team is ready to make and take on the commitment with higher confidence. You can see the related blog on retrospectives.<\/p>\n","post_title":"Initial coaching interventions for Sprint Planning","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"initial-coaching-interventions-for-sprint-planning","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:24","post_modified_gmt":"2024-01-29 14:50:24","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3339","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1519,"post_author":"33","post_date":"2014-11-09 12:15:54","post_date_gmt":"2014-11-09 06:45:54","post_content":"\n
$\"\"\/$ <\/figure>\n\n\n\n
  <\/p>\n\n\n\n
Leaders have only two jobs:<\/p>\n\n\n\n
1) Getting work done<\/p>\n\n\n\n
2) Growing the people<\/p>\n\n\n\n
Coaching as a leadership\/management style achieves both.<\/p>\n\n\n\n
With Command & Control approach, managers may get the work done in the short term, by force. But that might have negative impacts on the team in terms of :<\/p>\n\n\n\n
- Lack of ownership<\/p>\n\n\n\n
- Low motivation<\/p>\n\n\n\n
- Poor quality output<\/p>\n\n\n\n
- Low productivity<\/p>\n\n\n\n
- Missed schedules etc.<\/p>\n\n\n\n
Command & Control might also impact development of team members negatively. Teams might wait for manager to give instruction. They might hesitate to take initiative as it might get overruled by the manager. They might stop thinking new & innovative ideas as the manager will always tell them what to do.<\/p>\n\n\n\n
On the other hand, with Coaching as the leadership style, managers will empower the team members to come out with new ideas, solutions and encourage them to implement them. They will help the team members to discover their strengths by asking questions & challenging them. This builds motivation and ownership in the team members.<\/p>\n\n\n\n
Having said that, there are situations where Managers need to use command & control approaches. For example, in a fire fighting situation where extremely quick response in needed. There will be a need for different approaches for different team members \u2013 someone may need more directive input & constant oversight and someone may need a lot of freedom.<\/p>\n\n\n\n
A good leader is one who has high self awareness, self-regulation, self-motivation and empathy through which he\/she can sense and respond differently, in a conscious way, to different situations & different people.<\/p>\n\n\n\n
However, to be a good Leader, coaching way of management style should be the most natural approach and command & control should be the exception.<\/p>\n","post_title":"Coaching vs Command & Control style of Management","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"coaching-vs-command-control-style-of-management","to_ping":"","pinged":"","post_modified":"2024-01-29 15:34:20","post_modified_gmt":"2024-01-29 15:34:20","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1519","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1456,"post_author":"31","post_date":"2014-11-09 12:15:37","post_date_gmt":"2014-11-09 06:45:37","post_content":"\n
In an earlier article \u201cJourney of a coach \u2013 theory & practice (Part I)<\/a>, we introduced the \u201ccircles of influence\u201d which form the context (see diagram below) for coaching process.<\/p>\n\n\n\n
$\"image\"$ <\/a> The circles in the diagram above have a significant bearing on coaching effectiveness and need to be addressed by the coach using the theory of coaching (such as Whitmore\u2019s book on \u201cCoaching for Performance\u201d). In the case of some circles, the theory may \u201cend\u201d at some point and the coach will have \u201cinterpret\u201d and \u201cextend\u201d it for the specific coachee situation at hand.<\/p>\n\n\n\n
We covered the following in Part I of this article:<\/p>\n\n\n\n
\u00b7 Circle #1: Are all situations \u201ccoaching situations\u201d?<\/p>\n\n\n\n
\u00b7 Circle #2: Are people always receptive to coaching?<\/p>\n\n\n\n
In this Part II, we will cover the two remaining circles.<\/p>\n\n\n\n
Circle #3: Are coaches sometimes helpless?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
Circle #3 above regarding \u201cbeliefs, perceptions and personal circumstances\u201d can actually be quite a hard shell hindering coaching progress. But it is often an invisible hard shell because people will share only so much of their innermost beliefs and personal circumstances even though they are impacting their work performance. Coaches make chance discoveries of this shell in the Reality check part (that is, the current state of affairs that needs to improve to meet the Goal) of the Goal-Reality-Options-Will (GROW) model of Whitmore. Here are examples:<\/p>\n\n\n\n
\u00b7 A coachee once candidly admitted that he was himself the reason for his declining performance at work. The reason was that his family was going through his sister\u2019s painful divorce in the US and her life coming back to India. He just could not go about work as usual<\/p>\n\n\n\n
\u00b7 A second coachee had a lot of issues with his manager. He felt that the manager\u2019s lack of domain knowledge resulted in his not realizing & recognizing the value of the coachee\u2019s work. In addition, the coachee seemed to indicate that lack of recognition of his work had to do with his belonging to a minority religious community in India<\/p>\n\n\n\n
\u00b7 Yet another coachee told my colleague (also a Performance Coach) that her problems arose because her boss was an inveterate woman-hater<\/p>\n\n\n\n
These are situations of tight-rope walking for a performance coach! In situations of personal crisis, the coach may only help by sympathetic and patient listening. This may help the coachee more than one would think \u2013 just getting the problem \u201coff his chest\u201d often helps and relieves stress. Being less stressed, he may be able to come to grips with his personal predicament and deal with it better. However, coachee\u2019s entrenched beliefs on, say, religion and gender can be very challenging for the coach to deal with. Some deep-rooted beliefs may indicate pathology needing help from a trained therapist \u2013 far beyond the scope of performance coaching and the ability of the coach.<\/p>\n\n\n\n
Circle #4: Is the coachee\u2019s work environment conducive?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The last circle of influence is the coachee\u2019s work. Sometimes, people have told me that they are \u201cstuck\u201d in positions \u2013 say, \u201croutine\u201d software bug fixing and maintenance where there is really no scope for \u201clearning, enjoyment and fulfillment\u201d (you may like to read My Team is not motivated!!!<\/a> by my colleague Prasanna Moses on this). Most of us would agree that there is far less drudgery at work in today\u2019s knowledge-centric world than even just 30 years ago. We would also agree that there is no such thing as 100% \u201csexy\u201d work (unless of course, you are doing breakthrough work of your calling \u2013 say, in quantum computing). So, when coachees complain about their current work\/role and the lack of sexiness thereof, I ask them questions about what makes it boring, what they can do about it and so on \u2013 hopefully making them better aware of interesting possibilities in what they were doing. In some cases, people have hinted to me that they are considering quitting their \u201cboring\u201d job and looking for a reaction. Under such circumstances, to be fair to the coachee and to the coachee\u2019s employer (who is paying my fees!), I would say the best option is to ask the coachee questions exploring his rationale for leaving (without being judgmental on whether it is right or wrong) \u2013 like what does he think leaving the job will achieve, how will it get him closer to his goals, how is he sure that the same problems would not repeat themselves in the new organization and so on. The ultimate decision should be the coachee\u2019s based on introspection triggered by your questions. He may still choose to quit \u2013 but that is another matter! As far as you are concerned as a coach, you have played it fair & square. It is not unthinkable that you as the coach may actually agree with his rationale for seeking another job!<\/p>\n\n\n\n
A related aspect is also the organizational environment in which the coachee works \u2013 over & above his immediate work\/role discussed above. In sports coaching, the strong individual motivation is a given and the coachee has a great deal of control over what he can and cannot do to enhance his performance. The circumstances for software project managers are different. Their GROW model is in the context of an organization with its culture, policies, processes and so on. As a coach, I have encountered some real challenges here \u2013 the Project Manager may be aspiring to do something of value in his project but his line management and work environment may not be supportive. Some organizational policies can be insensitive to people and even draconian. In one software development organization, if project team members logged in less than 40 hours per week of approved work, there would be automatic cuts in their pay while the significant additional work needed at other times went scarcely noticed! How can one be expected to learn and enjoy their work in such an environment? In such cases, we do bring it up with the line management for addressing them and offer our help as well. To be honest, it worked sometimes and it did not in as many cases.<\/p>\n\n\n\n
In summary, as a practicing coach, you are bound to run into situations like the ones above which make you stop and ponder as to what extent theory can lead practice! You may need to introspect and think of newer ways of extending \u201ctheory\u201d or just use good old common sense and move on! At PM Power, we have the coaches\u2019 conclave where these situations are discussed to see how best to help the coachee considering all the circles of influence. It has significantly helped our coaches in specific situations and in honing their coaching skills in general.<\/p>\n\n\n\n
We invite you to share your coaching experiences (as a coach or a coachee) and we would be happy to share our perspectives which may be of help. You may reach us at info@pm-powerconsulting.com.<\/p>\n","post_title":"Journey of a coach - theory & practice (Part II)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-ii","to_ping":"","pinged":"","post_modified":"2024-01-29 10:54:32","post_modified_gmt":"2024-01-29 10:54:32","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1456","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1514,"post_author":"31","post_date":"2014-11-02 12:24:22","post_date_gmt":"2014-11-02 06:54:22","post_content":"\n
A speaker finishes a great speech \u2013 at least, HE thinks it is great! He then asks, \u201cAny questions?\u201d What does he expect? If I were him, I would expect the audience to demonstrate a level of understanding of what the speech was all about and ask meaningful questions - clarifying the ground covered and even extending from there.<\/p>\n\n\n\n
These are situations where one actually wants to be questioned to get a sense a satisfaction that the effort (the speech, in this case) has been worthwhile. But there are other situations where being questioned has a very negative connotation. It implies questioning the ability of the person being questioned or the work that he has done.<\/p>\n\n\n\n
The important thing is that the intent of questioning should be to seek understanding rather than putting down someone. Hence, even the tone of questioning is very important. Consider the difference between, \u201cWhy did you do THAT?\u201d and \u201cWhat are your reasons for doing THAT?\u201d<\/p>\n\n\n\n
The tone of the former question is judgmental while the same question asked differently demonstrates an openness and a neutral tone. The tone is important because it can either put people off & make them defensive or it can make them relaxed and explain their rationale for an idea or a course of action.<\/p>\n\n\n\n
From the above, it follows that there is a big difference between \u201cquestioning\u201d and \u201casking questions\u201d.<\/p>\n\n\n\n
$\"image\"$ <\/figure>\n\n\n\n
In the work context, a manager who adopts an approach of \u201casking questions\u201d enables an environment where his reportees apply their mind to the situation at hand and exercise their best judgment on the right course of action.<\/p>\n\n\n\n
The manager can use questions to expand the reportee\u2019s thinking and make him aware of aspects he may not have thought of (instead of just instructing him what to do).<\/p>\n\n\n\n
Hence asking questions contributes to the reportee\u2019s overall development and ability to deal with situations with minimal oversight. Equally important, it enables greater responsibility on the part of the reportee so that the implementation aspects of his suggestions are fully owned by him.<\/p>\n\n\n\n
Through this, the manager\u2019s time is also freed up from routine oversight functions to take up important but not urgent tasks.<\/p>\n\n\n\n
In a highly dynamic world, the approach of \u201casking questions\u201d is not just \u201ca nice to have\u201d but an imperative to empower people and ensure that the organization as a whole responds fast to changes in the environment.<\/p>\n\n\n\n
\u201cAsking questions\u201d is an essential part of the tool set of a coach who may be the line manager himself. You consciously adopt the approach for improving the \u201cawareness\u201d of the coachee and therefore, open his mind to his perceptions & other possibilities and take \u201cresponsibility\u201d for the options for actions that he chooses.<\/p>\n\n\n\n
Finally, adopting the approach of \u201casking questions\u201d needs a complementing skill which is ACTIVE listening. A coach cannot sustain a session of asking questions without actually listening well, understanding and re-phrasing of what the coachee says.<\/p>\n\n\n\n
As with most things in life, practice makes perfect \u2013 it takes time and experience to hone the approach of asking questions and the skill of active listening. But they can indeed be developed for individual and organizational benefit. The time to start is NOW!<\/p>\n","post_title":"Questioning and Asking Questions - what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"questioning-and-asking-questions-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:02","post_modified_gmt":"2024-01-29 10:55:02","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1514","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1448,"post_author":"31","post_date":"2014-11-02 06:59:09","post_date_gmt":"2014-11-02 01:29:09","post_content":"\n
This article is part of the series on \u201cJourney of a coach\u201d covering my experiences as a performance coach. You may have the read an earlier article in the series on \u201cJourney of a coach \u2013 the beginning\u201d<\/a>. The journey continues here...<\/p>\n\n\n\n
Yogi Berra, New York Yankees baseball player (arguably the best catcher of all time) said, \u201cIn theory, there is no difference between theory & practice. But in practice, there is!\u201d So, this article is about the theory & practice of coaching for performance \u2013 not baseball players but people managing software projects.<\/p>\n\n\n\n
In my context, the \u201ctheory\u201d was mostly \u201cCoaching for Performance\u201d by John Whitmore (by the way, there is another article of mine on Whitmore<\/a> if you are interested). The \u201cpractice\u201d was, of course, my actual experiences over the years.<\/p>\n\n\n\n
A caveat \u2013 I am not here to debunk theory and hail practice - as a cardiac surgeon might! I have a great deal of respect for Whitmore\u2019s book on Coaching for Performance. The book provided a solid reference and a practical guide for my work as a coach all these years.<\/p>\n\n\n\n
However, I do have my own \u201cinterpretations\u201d and \u201cextensions\u201d of the theory in actual practice which I wish to share. I will use the diagram below which shows the context for coaching.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
You can see the \u201ccircles of influence\u201d around the coachee which would have a bearing on coaching and its effectiveness. We will cover each of these circles with examples. Note that the coach\u2019s experience, beliefs and perceptions are also significant in the context in addition to his skills for coaching.<\/p>\n\n\n\n
Circle #1: Are all situations \u201ccoaching situations\u201d?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The first circle of influence is the coaching situation faced by the coachee at work. For example, it could be that he is recently promoted and finds gaining acceptance in his team a challenge.<\/p>\n\n\n\n
The question is whether all such work situations are amenable for coaching - whether you are the manager of the coachee or an external coach. If you follow the \u201ctheory\u201d (that is Whitmore), a coaching style can become the default management style of the entire organization for all occasions.<\/p>\n\n\n\n
In other words, all manager-reportee interactions can naturally follow the coaching style \u2013 the manager following the sequence of helping his reportee to identify the goal he is seeking to achieve, assess the current state of affairs, consider the available options to achieve the goal and making the commitment-making to make it happen.<\/p>\n\n\n\n
That is all very well, but what if you are a commando fighting a guerrilla war in a jungle and see a metal tube from the foliage pointing at you. Your commander (\u201cmanager\u201d) is not going to coach you through the situation, is he?<\/p>\n\n\n\n
There are also other equivalent (but less extreme) situations at work when time is of essence and all that the coachee needs is information or simple direction (like for example, how to balance staff loading in a project schedule).<\/p>\n\n\n\n
So, my interpretation of theory is that there is better pay-off of coaching in some situations than others. However, there are many, many work situations wherein the quality of work<\/b> or results<\/b> is very important, the learning<\/b> for the coachee very important and it is not an emergency<\/b>. Coaching is very relevant in those cases.<\/p>\n\n\n\n
Circle #2: Are people always receptive to coaching?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The next circle of influence is relating to how receptive people are to coaching even if their work situation was amenable for it.<\/p>\n\n\n\n
Are they motivated enough to become more aware<\/b> and take responsibility<\/b> by themselves and not just because their employer has enrolled them in a training & coaching program?<\/p>\n\n\n\n
Maslow\u2019s theory is that motivation is linked to the stage an individual is at in a hierarchy of needs (see diagram below from Whitmore\u2019s Coaching for Performance). Note that Whitmore has split Maslow\u2019s Esteem stage into two \u2013 Esteem from others and Self-esteem.<\/p>\n\n\n\n
At the stage of Esteem from others, one is looking \u201cexternal\u201d recognition and prestige as motivators. At the stage of Self-esteem, external motivators tend to become less important. More important is the need to make a difference and being empowered to do so enhancing self-esteem. This self-esteem stage is where coaching makes the biggest impact for personal growth.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
Source: Coaching for Performance by John Whitmore<\/i><\/p>\n\n\n\n
There are a few more \u201ccircles\u201d to cover which we will in Part II of the article.<\/p>\n\n\n\n
Till then...<\/p>\n","post_title":"Journey of a coach - theory & practice (Part I)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-i","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:34","post_modified_gmt":"2024-01-29 10:55:34","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1521,"post_author":"26","post_date":"2014-10-30 10:57:02","post_date_gmt":"2014-10-30 05:27:02","post_content":"\n
$\"Network_whenhow2\"$ <\/a><\/figure>\n\n\n\n
One is never without a network and if you are reading this - it may be more to know how to grow it and\/or to overcome obstacles, often due to one's level comfort with so called \"networking\".<\/p>\n\n\n\n
If you look at how you:<\/p>\n\n\n\n
\n
got the opportunity to work in your current position<\/li>\n\n\n\n
got into your college\/school<\/li>\n\n\n\n
got your house on rent or bought your apartment<\/li>\n<\/ul>\n\n\n\n
you will see that a network - formal, informal or virtual (internet based) was at play.<\/p>\n\n\n\n
I will focus on growing your professional network and a few simple steps for it and not delve into specifics of social media, as all of you would be familiar with it.<\/p>\n\n\n\n
First, start with your existing network - which will be your current and past colleagues, your college and school alumni, friends and family. See that you stay in touch with them, by meeting them up or electronically, if you are not in touch start right away. Sending greetings for important occasions, festivals and events is a good way to start. Make it a point to call a few of them over the commute\/ weekends and work on the complete list slowly and steadily, start at top the list again once you complete it.<\/p>\n\n\n\n
What if you need to ask for a reference or a favor from a person with whom you are not in regular touch. The best way to is to be honest, there is no point in coming up with a phony reason to get in touch with them and ask for what you want. Your honesty will be appreciated, after that do thank them and make an effort to stay in touch with them. See that your nurture this set of contacts where you have already made a start.<\/p>\n\n\n\n
Once, when I was looking out for a job using my network, I made it a point to call and thank all those who forwarded my resume to their contacts and I sent a book as a gift to thank all those contacts whose help took me to the interview stage. I did it without any motive and what amazed me was the warmth from these contacts in all my future interactions.<\/p>\n\n\n\n
Second area to focus on are the professional events - there will be events where your technical or managerial domain will be the focus. You may be sponsored\/encouraged by your organizations to attend them, do not let is pass citing an excuse of being busy. Do make time to attend a few of them. If you find that you do not have this opportunity then see that you find such events and enroll yourself.<\/p>\n\n\n\n
In my experience these events certainly help you make a few contacts, you will always find a few persons whom you will find interesting and knowledgeable and connect effortlessly. The key is to nurture this - see that you follow-up with a mail and\/or a call.<\/p>\n\n\n\n
If you are the type who feels inhibited to make an opening, then do not worry. I was advised by one of my mentors to just listen and not worry about talking and enjoy being there. If you listen and observe intently you will find yourself talking soon. Your focus on the interactions and not on your perceived ability, does the trick. Try it a couple of times and see for yourself.<\/p>\n\n\n\n
Lastly, for anything to succeed one has to have the desire, then comes the effort and discipline for achieving it. A small progress or a step with positive result, is the best encouragement for you to strive towards your goals. Do ponder on your actions and results to stay focused on continuing to do this.<\/p>\n\n\n\n
One related question I hear from many of my coachees is \"visibility\" within the organization. More on that in a later post.<\/p>\n","post_title":"Networking - when and how to begin?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"networking-when-and-how-to-begin","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:58","post_modified_gmt":"2024-01-29 14:50:58","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1521","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1517,"post_author":"30","post_date":"2014-10-29 09:30:26","post_date_gmt":"2014-10-29 04:00:26","post_content":"\n
$\"sell-it\"$ <\/a><\/figure>\n\n\n\n
As a child, I used to come up with various ideas for almost anything, and ask for Rs. 1000\/- per idea. Being a child, nobody would want to pay money, that too a thousand Rupees \u2013 but, I would get something else as an appreciation for my efforts. A toffee, a cone ice cream etc.<\/p>\n\n\n\n
Further on, when I used to be active in small groups, selling was more of ideas and to get the team to converge on something, that the group can take as an action.<\/p>\n\n\n\n
As a team leader, I needed to sell the vision of the project to the team, to get everybody\u2019s buy in.<\/p>\n\n\n\n
More recently, I have been in contact with many aspiring and active entrepreneurs. Selling is something that they do with every breath.<\/p>\n\n\n\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 10 of 12 Previous 1 … 9 10 11 12 Next

\n
This is accepted, i.e., no one asks any questions, maybe the team members understand the status.<\/p>\n\n\n\n
The next day update too is similar. Now it is likely that couple more team members shift to this style of update. There is an innate, unconscious tendency in humans to mimic, imitate or follow other people, which surfaces time to time. Very soon all updates become similar.<\/p>\n\n\n\n
The ideal update would include some information on -
How much work is done?
When the work is expected to complete?
If completing soon, the team member will certainly state what task he is planning to pick up next.<\/p>\n\n\n\n
Is it quite possible that the thinking on \u201cwhat next\u201d will not happen in the minds, and that is not good. There is a possibility that \u201cI will continue...\u201d kind of update will result in the person continue on task and not take up another, even if it were possible, as words said aloud influence thoughts\/thinking.<\/p>\n\n\n\n
So the Scrum Master and the team has to be alert to how the updates are provided. They can always ask questions to elicit relevant information.<\/p>\n\n\n\n
One practice that will help - is the updating of remaining hours on the task. This if done regularly, will surface in the Daily Scrum and result in update being more specific. If the remaining hours on a task is a fraction of the day, it prompts the team member to the \u201cwhat next\u201d thinking, and share the same.<\/p>\n\n\n\n
Do you have any similar experiences? Would like to hear them as well as your views.<\/p>\n","post_title":"Keeping Daily Scrum focused...","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"keeping-daily-scrum-focused","to_ping":"","pinged":"","post_modified":"2024-01-29 14:49:32","post_modified_gmt":"2024-01-29 14:49:32","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3510","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3343,"post_author":"26","post_date":"2015-05-15 09:38:10","post_date_gmt":"2015-05-15 04:08:10","post_content":"\n
As a coach, a recurring situation one faces, towards the end of the first sprint after the coaching has started, is the push and shove to the retrospective. After seemingly making the team understand that two key aspect of Agile Scrum are to surface the problems at the earliest<\/strong> and avoiding any kind of waste<\/strong>. I naively expected that the team will be eager to do the retrospective, but wiser now.<\/p>\n\n\n\n
$\"lookingback\"$ <\/figure>\n\n\n\n
<\/p>\n\n\n\n
The team will be scrambling to wrap up the work and close all stories to meet the sprint commitment made, the sprint will be kept open till the the very end and at times a few hours into the next sprint. The Sprint Planning for next sprint has to start, the Sprint Review needs to happen for stories to be closed, where is the time for retrospective? Can it be done next time?<\/p>\n\n\n\n
At times they combine Retrospective and Sprint Planning, which results in speeding through the retrospective and getting quickly into the planning. Add to this the different locations and time zones of the PO and Scrum Team. The retrospective at times is scheduled after Sprint Planning, which is anyway better than not having it at all.<\/p>\n\n\n\n
So here is how it goes, the three questions are asked, inputs collated and a mail sent to all stakeholders and the collated inputs made available in a common area. Very less focus on listening to each other and trying to resolve issues.<\/p>\n\n\n\n
The way I deal with this is that I share with the Scrum Master and team on how an ideal Retrospective should proceed and leave it to them to get close to it:
- Use post-its to capture what went well, stick on board, have one of team read all of it. Clarify any point that is not clear,
- Same for what did not go well,
- Same for what they would start to do,
- At this juncture prioritize the start to do\/action items and brainstorm, starting from top till the time runs out.<\/p>\n\n\n\n
This has worked well, teams typically identify one to three items and come up with reasonable details for implementing them. If required I remind them of these mid sprint, some steps are taken and progress made, this helps in them getting into the habit of doing retrospectives regularly.<\/p>\n\n\n\n
One more point to note is that a problem that seems \u201ca way of life\u201d, at end of first sprint may get some solutions, in the subsequent sprint. My reading of this is that the problem when noted first is annoying and frustrating, team is mentally tired to work on it. But when the same problem surfaces again, they are able to come up with a solution, as the frustration is vented in past.<\/p>\n\n\n\n
Let me share one example. This is to do with a scarce DBA resource causing stories to be re-opened due to delayed inputs\/review. At the end of first sprint they made note of this issue and came out strongly on \u201cthis how it is going to be\u201d, \u201cwe have escalated enough already in past\u201d. The issue surfaced again in next sprint, as it was discussed before, the emotions were in check. One of team suggested that we use the grooming pattern, i.e., plan\/do in advance. They figured out a way to deal with it.<\/p>\n\n\n\n
Another oft repeating issue is the frustration of not being able to close a story, because just the show and tell (demo) could not happen, or a build and test in correct environment was not completed due to big queue in CM. The team argues for closing the story, they feel that they are loosing story points for no fault of theirs. Here as a coach, one has to reinforce the concept of \u201cDone\u201d and revisit the concept of \u201cVelocity\u201d.<\/p>\n","post_title":"Initial coaching interventions for Retrospectives","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"initial-coaching-interventions-for-retrospectives","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:04","post_modified_gmt":"2024-01-29 14:50:04","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3343","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3339,"post_author":"26","post_date":"2015-04-11 09:33:55","post_date_gmt":"2015-04-11 04:03:55","post_content":"\n
Teams new to Scrum have a product backlog. The backlog will be groomed to some degree, typically have clarity for up to one to two sprints. The priority will be clear, with fair amount of detail on the requirements. The estimates may be present, it could be story points or a masked form of an effort estimate.<\/p>\n\n\n\n
The Product Owner (PO), who is not co-located in most of the teams will participate in Sprint Planning and along with the Scrum Master and team pick a set of stories to be done in the Sprint. After this the team jumps into doing the work. Detailed Sprint Planning is given a miss as PO will not be available for the entire duration and the team reluctant to do task based estimate for variety of reasons, if they do it is done by a few senior members of the team.<\/p>\n\n\n\n
This is where the first intervention from coach is needed, coax them to do detailed planning i.e., break down the stories into tasks and corresponding effort estimates. Insist that the entire team be involved and ensure that they balance the work they are taking up with the capacity the team has. Here is where they get to see one of the characteristics of Scrum \u2013 uncovering the problems at the earliest, and as a coach one should ensure that they become aware of it.<\/p>\n\n\n\n
$\"Sprint_Plan_1\"$ <\/figure>\n\n\n\n
Few things they discover:
- there may not be enough Analysis\/Dev\/DBA\/QA capacity in the team
- some of the team may not be fully utilized
- as they break down stories to tasks they realize that some stories cannot be completed, due to external dependencies, that is unlikely to be fulfilled.
- they may require more information from the PO.
- lastly the entire team gains an understanding what is planned to be accomplished.<\/p>\n\n\n\n
And it is interesting to see how they work around this:
- make use of team members not fully utilized to accomplish some of the tasks.
- the above at times involves redistributing the work, so that team members volunteering outside their domain, can take up relatively simpler tasks.
- go back to PO\/stakeholders and try to get the dependencies resolved or pick another story, this one requires a push from coach.
- get clarity on requirements from PO, this has to happen the next day.
- re-adjust the sprint backlog taking the above into account.<\/p>\n\n\n\n
$\"Sprint_Plan_2\"$ <\/figure>\n\n\n\n
At times guidelines are adhered to, planning sessions is time-boxed, they assume that all planning needs to happen in one sitting. Here is where, as a coach, one has to make them see the \"why\" behind a particular step, \"what\" outcome is desired? The outcome of having a proper Sprint Plan is more important than accomplishing it a single time-boxed session.<\/p>\n\n\n\n
As they complete this they realize that in past sprints, they grappled with these issues, towards the end of the sprint. Now they have ample time to cope with it \u2013 the benefit of Scrum uncovering problems earlier is leveraged.<\/p>\n\n\n\n
There is reluctance to do task effort estimates. In the traditional planning task estimates are done for entire project even with some requirements not being clear. This would have resulted in lot of waste, this coupled with notion that agile means no planning is the major cause of the reluctance. As a coach, one needs to highlight that there is better clarity on requirements and it is being done for just a sprint, so there is no waste. The reluctance is also due to lack of understanding of the difference between story point, size and effort estimates, this needs to be addressed.<\/p>\n\n\n\n
At this juncture the team is ready to make and take on the commitment with higher confidence. You can see the related blog on retrospectives.<\/p>\n","post_title":"Initial coaching interventions for Sprint Planning","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"initial-coaching-interventions-for-sprint-planning","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:24","post_modified_gmt":"2024-01-29 14:50:24","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3339","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1519,"post_author":"33","post_date":"2014-11-09 12:15:54","post_date_gmt":"2014-11-09 06:45:54","post_content":"\n
$\"\"\/$ <\/figure>\n\n\n\n
  <\/p>\n\n\n\n
Leaders have only two jobs:<\/p>\n\n\n\n
1) Getting work done<\/p>\n\n\n\n
2) Growing the people<\/p>\n\n\n\n
Coaching as a leadership\/management style achieves both.<\/p>\n\n\n\n
With Command & Control approach, managers may get the work done in the short term, by force. But that might have negative impacts on the team in terms of :<\/p>\n\n\n\n
- Lack of ownership<\/p>\n\n\n\n
- Low motivation<\/p>\n\n\n\n
- Poor quality output<\/p>\n\n\n\n
- Low productivity<\/p>\n\n\n\n
- Missed schedules etc.<\/p>\n\n\n\n
Command & Control might also impact development of team members negatively. Teams might wait for manager to give instruction. They might hesitate to take initiative as it might get overruled by the manager. They might stop thinking new & innovative ideas as the manager will always tell them what to do.<\/p>\n\n\n\n
On the other hand, with Coaching as the leadership style, managers will empower the team members to come out with new ideas, solutions and encourage them to implement them. They will help the team members to discover their strengths by asking questions & challenging them. This builds motivation and ownership in the team members.<\/p>\n\n\n\n
Having said that, there are situations where Managers need to use command & control approaches. For example, in a fire fighting situation where extremely quick response in needed. There will be a need for different approaches for different team members \u2013 someone may need more directive input & constant oversight and someone may need a lot of freedom.<\/p>\n\n\n\n
A good leader is one who has high self awareness, self-regulation, self-motivation and empathy through which he\/she can sense and respond differently, in a conscious way, to different situations & different people.<\/p>\n\n\n\n
However, to be a good Leader, coaching way of management style should be the most natural approach and command & control should be the exception.<\/p>\n","post_title":"Coaching vs Command & Control style of Management","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"coaching-vs-command-control-style-of-management","to_ping":"","pinged":"","post_modified":"2024-01-29 15:34:20","post_modified_gmt":"2024-01-29 15:34:20","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1519","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1456,"post_author":"31","post_date":"2014-11-09 12:15:37","post_date_gmt":"2014-11-09 06:45:37","post_content":"\n
In an earlier article \u201cJourney of a coach \u2013 theory & practice (Part I)<\/a>, we introduced the \u201ccircles of influence\u201d which form the context (see diagram below) for coaching process.<\/p>\n\n\n\n
$\"image\"$ <\/a> The circles in the diagram above have a significant bearing on coaching effectiveness and need to be addressed by the coach using the theory of coaching (such as Whitmore\u2019s book on \u201cCoaching for Performance\u201d). In the case of some circles, the theory may \u201cend\u201d at some point and the coach will have \u201cinterpret\u201d and \u201cextend\u201d it for the specific coachee situation at hand.<\/p>\n\n\n\n
We covered the following in Part I of this article:<\/p>\n\n\n\n
\u00b7 Circle #1: Are all situations \u201ccoaching situations\u201d?<\/p>\n\n\n\n
\u00b7 Circle #2: Are people always receptive to coaching?<\/p>\n\n\n\n
In this Part II, we will cover the two remaining circles.<\/p>\n\n\n\n
Circle #3: Are coaches sometimes helpless?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
Circle #3 above regarding \u201cbeliefs, perceptions and personal circumstances\u201d can actually be quite a hard shell hindering coaching progress. But it is often an invisible hard shell because people will share only so much of their innermost beliefs and personal circumstances even though they are impacting their work performance. Coaches make chance discoveries of this shell in the Reality check part (that is, the current state of affairs that needs to improve to meet the Goal) of the Goal-Reality-Options-Will (GROW) model of Whitmore. Here are examples:<\/p>\n\n\n\n
\u00b7 A coachee once candidly admitted that he was himself the reason for his declining performance at work. The reason was that his family was going through his sister\u2019s painful divorce in the US and her life coming back to India. He just could not go about work as usual<\/p>\n\n\n\n
\u00b7 A second coachee had a lot of issues with his manager. He felt that the manager\u2019s lack of domain knowledge resulted in his not realizing & recognizing the value of the coachee\u2019s work. In addition, the coachee seemed to indicate that lack of recognition of his work had to do with his belonging to a minority religious community in India<\/p>\n\n\n\n
\u00b7 Yet another coachee told my colleague (also a Performance Coach) that her problems arose because her boss was an inveterate woman-hater<\/p>\n\n\n\n
These are situations of tight-rope walking for a performance coach! In situations of personal crisis, the coach may only help by sympathetic and patient listening. This may help the coachee more than one would think \u2013 just getting the problem \u201coff his chest\u201d often helps and relieves stress. Being less stressed, he may be able to come to grips with his personal predicament and deal with it better. However, coachee\u2019s entrenched beliefs on, say, religion and gender can be very challenging for the coach to deal with. Some deep-rooted beliefs may indicate pathology needing help from a trained therapist \u2013 far beyond the scope of performance coaching and the ability of the coach.<\/p>\n\n\n\n
Circle #4: Is the coachee\u2019s work environment conducive?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The last circle of influence is the coachee\u2019s work. Sometimes, people have told me that they are \u201cstuck\u201d in positions \u2013 say, \u201croutine\u201d software bug fixing and maintenance where there is really no scope for \u201clearning, enjoyment and fulfillment\u201d (you may like to read My Team is not motivated!!!<\/a> by my colleague Prasanna Moses on this). Most of us would agree that there is far less drudgery at work in today\u2019s knowledge-centric world than even just 30 years ago. We would also agree that there is no such thing as 100% \u201csexy\u201d work (unless of course, you are doing breakthrough work of your calling \u2013 say, in quantum computing). So, when coachees complain about their current work\/role and the lack of sexiness thereof, I ask them questions about what makes it boring, what they can do about it and so on \u2013 hopefully making them better aware of interesting possibilities in what they were doing. In some cases, people have hinted to me that they are considering quitting their \u201cboring\u201d job and looking for a reaction. Under such circumstances, to be fair to the coachee and to the coachee\u2019s employer (who is paying my fees!), I would say the best option is to ask the coachee questions exploring his rationale for leaving (without being judgmental on whether it is right or wrong) \u2013 like what does he think leaving the job will achieve, how will it get him closer to his goals, how is he sure that the same problems would not repeat themselves in the new organization and so on. The ultimate decision should be the coachee\u2019s based on introspection triggered by your questions. He may still choose to quit \u2013 but that is another matter! As far as you are concerned as a coach, you have played it fair & square. It is not unthinkable that you as the coach may actually agree with his rationale for seeking another job!<\/p>\n\n\n\n
A related aspect is also the organizational environment in which the coachee works \u2013 over & above his immediate work\/role discussed above. In sports coaching, the strong individual motivation is a given and the coachee has a great deal of control over what he can and cannot do to enhance his performance. The circumstances for software project managers are different. Their GROW model is in the context of an organization with its culture, policies, processes and so on. As a coach, I have encountered some real challenges here \u2013 the Project Manager may be aspiring to do something of value in his project but his line management and work environment may not be supportive. Some organizational policies can be insensitive to people and even draconian. In one software development organization, if project team members logged in less than 40 hours per week of approved work, there would be automatic cuts in their pay while the significant additional work needed at other times went scarcely noticed! How can one be expected to learn and enjoy their work in such an environment? In such cases, we do bring it up with the line management for addressing them and offer our help as well. To be honest, it worked sometimes and it did not in as many cases.<\/p>\n\n\n\n
In summary, as a practicing coach, you are bound to run into situations like the ones above which make you stop and ponder as to what extent theory can lead practice! You may need to introspect and think of newer ways of extending \u201ctheory\u201d or just use good old common sense and move on! At PM Power, we have the coaches\u2019 conclave where these situations are discussed to see how best to help the coachee considering all the circles of influence. It has significantly helped our coaches in specific situations and in honing their coaching skills in general.<\/p>\n\n\n\n
We invite you to share your coaching experiences (as a coach or a coachee) and we would be happy to share our perspectives which may be of help. You may reach us at info@pm-powerconsulting.com.<\/p>\n","post_title":"Journey of a coach - theory & practice (Part II)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-ii","to_ping":"","pinged":"","post_modified":"2024-01-29 10:54:32","post_modified_gmt":"2024-01-29 10:54:32","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1456","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1514,"post_author":"31","post_date":"2014-11-02 12:24:22","post_date_gmt":"2014-11-02 06:54:22","post_content":"\n
A speaker finishes a great speech \u2013 at least, HE thinks it is great! He then asks, \u201cAny questions?\u201d What does he expect? If I were him, I would expect the audience to demonstrate a level of understanding of what the speech was all about and ask meaningful questions - clarifying the ground covered and even extending from there.<\/p>\n\n\n\n
These are situations where one actually wants to be questioned to get a sense a satisfaction that the effort (the speech, in this case) has been worthwhile. But there are other situations where being questioned has a very negative connotation. It implies questioning the ability of the person being questioned or the work that he has done.<\/p>\n\n\n\n
The important thing is that the intent of questioning should be to seek understanding rather than putting down someone. Hence, even the tone of questioning is very important. Consider the difference between, \u201cWhy did you do THAT?\u201d and \u201cWhat are your reasons for doing THAT?\u201d<\/p>\n\n\n\n
The tone of the former question is judgmental while the same question asked differently demonstrates an openness and a neutral tone. The tone is important because it can either put people off & make them defensive or it can make them relaxed and explain their rationale for an idea or a course of action.<\/p>\n\n\n\n
From the above, it follows that there is a big difference between \u201cquestioning\u201d and \u201casking questions\u201d.<\/p>\n\n\n\n
$\"image\"$ <\/figure>\n\n\n\n
In the work context, a manager who adopts an approach of \u201casking questions\u201d enables an environment where his reportees apply their mind to the situation at hand and exercise their best judgment on the right course of action.<\/p>\n\n\n\n
The manager can use questions to expand the reportee\u2019s thinking and make him aware of aspects he may not have thought of (instead of just instructing him what to do).<\/p>\n\n\n\n
Hence asking questions contributes to the reportee\u2019s overall development and ability to deal with situations with minimal oversight. Equally important, it enables greater responsibility on the part of the reportee so that the implementation aspects of his suggestions are fully owned by him.<\/p>\n\n\n\n
Through this, the manager\u2019s time is also freed up from routine oversight functions to take up important but not urgent tasks.<\/p>\n\n\n\n
In a highly dynamic world, the approach of \u201casking questions\u201d is not just \u201ca nice to have\u201d but an imperative to empower people and ensure that the organization as a whole responds fast to changes in the environment.<\/p>\n\n\n\n
\u201cAsking questions\u201d is an essential part of the tool set of a coach who may be the line manager himself. You consciously adopt the approach for improving the \u201cawareness\u201d of the coachee and therefore, open his mind to his perceptions & other possibilities and take \u201cresponsibility\u201d for the options for actions that he chooses.<\/p>\n\n\n\n
Finally, adopting the approach of \u201casking questions\u201d needs a complementing skill which is ACTIVE listening. A coach cannot sustain a session of asking questions without actually listening well, understanding and re-phrasing of what the coachee says.<\/p>\n\n\n\n
As with most things in life, practice makes perfect \u2013 it takes time and experience to hone the approach of asking questions and the skill of active listening. But they can indeed be developed for individual and organizational benefit. The time to start is NOW!<\/p>\n","post_title":"Questioning and Asking Questions - what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"questioning-and-asking-questions-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:02","post_modified_gmt":"2024-01-29 10:55:02","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1514","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1448,"post_author":"31","post_date":"2014-11-02 06:59:09","post_date_gmt":"2014-11-02 01:29:09","post_content":"\n
This article is part of the series on \u201cJourney of a coach\u201d covering my experiences as a performance coach. You may have the read an earlier article in the series on \u201cJourney of a coach \u2013 the beginning\u201d<\/a>. The journey continues here...<\/p>\n\n\n\n
Yogi Berra, New York Yankees baseball player (arguably the best catcher of all time) said, \u201cIn theory, there is no difference between theory & practice. But in practice, there is!\u201d So, this article is about the theory & practice of coaching for performance \u2013 not baseball players but people managing software projects.<\/p>\n\n\n\n
In my context, the \u201ctheory\u201d was mostly \u201cCoaching for Performance\u201d by John Whitmore (by the way, there is another article of mine on Whitmore<\/a> if you are interested). The \u201cpractice\u201d was, of course, my actual experiences over the years.<\/p>\n\n\n\n
A caveat \u2013 I am not here to debunk theory and hail practice - as a cardiac surgeon might! I have a great deal of respect for Whitmore\u2019s book on Coaching for Performance. The book provided a solid reference and a practical guide for my work as a coach all these years.<\/p>\n\n\n\n
However, I do have my own \u201cinterpretations\u201d and \u201cextensions\u201d of the theory in actual practice which I wish to share. I will use the diagram below which shows the context for coaching.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
You can see the \u201ccircles of influence\u201d around the coachee which would have a bearing on coaching and its effectiveness. We will cover each of these circles with examples. Note that the coach\u2019s experience, beliefs and perceptions are also significant in the context in addition to his skills for coaching.<\/p>\n\n\n\n
Circle #1: Are all situations \u201ccoaching situations\u201d?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The first circle of influence is the coaching situation faced by the coachee at work. For example, it could be that he is recently promoted and finds gaining acceptance in his team a challenge.<\/p>\n\n\n\n
The question is whether all such work situations are amenable for coaching - whether you are the manager of the coachee or an external coach. If you follow the \u201ctheory\u201d (that is Whitmore), a coaching style can become the default management style of the entire organization for all occasions.<\/p>\n\n\n\n
In other words, all manager-reportee interactions can naturally follow the coaching style \u2013 the manager following the sequence of helping his reportee to identify the goal he is seeking to achieve, assess the current state of affairs, consider the available options to achieve the goal and making the commitment-making to make it happen.<\/p>\n\n\n\n
That is all very well, but what if you are a commando fighting a guerrilla war in a jungle and see a metal tube from the foliage pointing at you. Your commander (\u201cmanager\u201d) is not going to coach you through the situation, is he?<\/p>\n\n\n\n
There are also other equivalent (but less extreme) situations at work when time is of essence and all that the coachee needs is information or simple direction (like for example, how to balance staff loading in a project schedule).<\/p>\n\n\n\n
So, my interpretation of theory is that there is better pay-off of coaching in some situations than others. However, there are many, many work situations wherein the quality of work<\/b> or results<\/b> is very important, the learning<\/b> for the coachee very important and it is not an emergency<\/b>. Coaching is very relevant in those cases.<\/p>\n\n\n\n
Circle #2: Are people always receptive to coaching?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The next circle of influence is relating to how receptive people are to coaching even if their work situation was amenable for it.<\/p>\n\n\n\n
Are they motivated enough to become more aware<\/b> and take responsibility<\/b> by themselves and not just because their employer has enrolled them in a training & coaching program?<\/p>\n\n\n\n
Maslow\u2019s theory is that motivation is linked to the stage an individual is at in a hierarchy of needs (see diagram below from Whitmore\u2019s Coaching for Performance). Note that Whitmore has split Maslow\u2019s Esteem stage into two \u2013 Esteem from others and Self-esteem.<\/p>\n\n\n\n
At the stage of Esteem from others, one is looking \u201cexternal\u201d recognition and prestige as motivators. At the stage of Self-esteem, external motivators tend to become less important. More important is the need to make a difference and being empowered to do so enhancing self-esteem. This self-esteem stage is where coaching makes the biggest impact for personal growth.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
Source: Coaching for Performance by John Whitmore<\/i><\/p>\n\n\n\n
There are a few more \u201ccircles\u201d to cover which we will in Part II of the article.<\/p>\n\n\n\n
Till then...<\/p>\n","post_title":"Journey of a coach - theory & practice (Part I)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-i","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:34","post_modified_gmt":"2024-01-29 10:55:34","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1521,"post_author":"26","post_date":"2014-10-30 10:57:02","post_date_gmt":"2014-10-30 05:27:02","post_content":"\n
$\"Network_whenhow2\"$ <\/a><\/figure>\n\n\n\n
One is never without a network and if you are reading this - it may be more to know how to grow it and\/or to overcome obstacles, often due to one's level comfort with so called \"networking\".<\/p>\n\n\n\n
If you look at how you:<\/p>\n\n\n\n
\n
got the opportunity to work in your current position<\/li>\n\n\n\n
got into your college\/school<\/li>\n\n\n\n
got your house on rent or bought your apartment<\/li>\n<\/ul>\n\n\n\n
you will see that a network - formal, informal or virtual (internet based) was at play.<\/p>\n\n\n\n
I will focus on growing your professional network and a few simple steps for it and not delve into specifics of social media, as all of you would be familiar with it.<\/p>\n\n\n\n
First, start with your existing network - which will be your current and past colleagues, your college and school alumni, friends and family. See that you stay in touch with them, by meeting them up or electronically, if you are not in touch start right away. Sending greetings for important occasions, festivals and events is a good way to start. Make it a point to call a few of them over the commute\/ weekends and work on the complete list slowly and steadily, start at top the list again once you complete it.<\/p>\n\n\n\n
What if you need to ask for a reference or a favor from a person with whom you are not in regular touch. The best way to is to be honest, there is no point in coming up with a phony reason to get in touch with them and ask for what you want. Your honesty will be appreciated, after that do thank them and make an effort to stay in touch with them. See that your nurture this set of contacts where you have already made a start.<\/p>\n\n\n\n
Once, when I was looking out for a job using my network, I made it a point to call and thank all those who forwarded my resume to their contacts and I sent a book as a gift to thank all those contacts whose help took me to the interview stage. I did it without any motive and what amazed me was the warmth from these contacts in all my future interactions.<\/p>\n\n\n\n
Second area to focus on are the professional events - there will be events where your technical or managerial domain will be the focus. You may be sponsored\/encouraged by your organizations to attend them, do not let is pass citing an excuse of being busy. Do make time to attend a few of them. If you find that you do not have this opportunity then see that you find such events and enroll yourself.<\/p>\n\n\n\n
In my experience these events certainly help you make a few contacts, you will always find a few persons whom you will find interesting and knowledgeable and connect effortlessly. The key is to nurture this - see that you follow-up with a mail and\/or a call.<\/p>\n\n\n\n
If you are the type who feels inhibited to make an opening, then do not worry. I was advised by one of my mentors to just listen and not worry about talking and enjoy being there. If you listen and observe intently you will find yourself talking soon. Your focus on the interactions and not on your perceived ability, does the trick. Try it a couple of times and see for yourself.<\/p>\n\n\n\n
Lastly, for anything to succeed one has to have the desire, then comes the effort and discipline for achieving it. A small progress or a step with positive result, is the best encouragement for you to strive towards your goals. Do ponder on your actions and results to stay focused on continuing to do this.<\/p>\n\n\n\n
One related question I hear from many of my coachees is \"visibility\" within the organization. More on that in a later post.<\/p>\n","post_title":"Networking - when and how to begin?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"networking-when-and-how-to-begin","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:58","post_modified_gmt":"2024-01-29 14:50:58","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1521","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1517,"post_author":"30","post_date":"2014-10-29 09:30:26","post_date_gmt":"2014-10-29 04:00:26","post_content":"\n
$\"sell-it\"$ <\/a><\/figure>\n\n\n\n
As a child, I used to come up with various ideas for almost anything, and ask for Rs. 1000\/- per idea. Being a child, nobody would want to pay money, that too a thousand Rupees \u2013 but, I would get something else as an appreciation for my efforts. A toffee, a cone ice cream etc.<\/p>\n\n\n\n
Further on, when I used to be active in small groups, selling was more of ideas and to get the team to converge on something, that the group can take as an action.<\/p>\n\n\n\n
As a team leader, I needed to sell the vision of the project to the team, to get everybody\u2019s buy in.<\/p>\n\n\n\n
More recently, I have been in contact with many aspiring and active entrepreneurs. Selling is something that they do with every breath.<\/p>\n\n\n\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 10 of 12 Previous 1 … 9 10 11 12 Next

\n
I was working on TKSK-210, will continue, no impediments. (Sigh.)<\/p>\n\n\n\n
This is accepted, i.e., no one asks any questions, maybe the team members understand the status.<\/p>\n\n\n\n
The next day update too is similar. Now it is likely that couple more team members shift to this style of update. There is an innate, unconscious tendency in humans to mimic, imitate or follow other people, which surfaces time to time. Very soon all updates become similar.<\/p>\n\n\n\n
The ideal update would include some information on -
How much work is done?
When the work is expected to complete?
If completing soon, the team member will certainly state what task he is planning to pick up next.<\/p>\n\n\n\n
Is it quite possible that the thinking on \u201cwhat next\u201d will not happen in the minds, and that is not good. There is a possibility that \u201cI will continue...\u201d kind of update will result in the person continue on task and not take up another, even if it were possible, as words said aloud influence thoughts\/thinking.<\/p>\n\n\n\n
So the Scrum Master and the team has to be alert to how the updates are provided. They can always ask questions to elicit relevant information.<\/p>\n\n\n\n
One practice that will help - is the updating of remaining hours on the task. This if done regularly, will surface in the Daily Scrum and result in update being more specific. If the remaining hours on a task is a fraction of the day, it prompts the team member to the \u201cwhat next\u201d thinking, and share the same.<\/p>\n\n\n\n
Do you have any similar experiences? Would like to hear them as well as your views.<\/p>\n","post_title":"Keeping Daily Scrum focused...","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"keeping-daily-scrum-focused","to_ping":"","pinged":"","post_modified":"2024-01-29 14:49:32","post_modified_gmt":"2024-01-29 14:49:32","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3510","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3343,"post_author":"26","post_date":"2015-05-15 09:38:10","post_date_gmt":"2015-05-15 04:08:10","post_content":"\n
As a coach, a recurring situation one faces, towards the end of the first sprint after the coaching has started, is the push and shove to the retrospective. After seemingly making the team understand that two key aspect of Agile Scrum are to surface the problems at the earliest<\/strong> and avoiding any kind of waste<\/strong>. I naively expected that the team will be eager to do the retrospective, but wiser now.<\/p>\n\n\n\n
$\"lookingback\"$ <\/figure>\n\n\n\n
<\/p>\n\n\n\n
The team will be scrambling to wrap up the work and close all stories to meet the sprint commitment made, the sprint will be kept open till the the very end and at times a few hours into the next sprint. The Sprint Planning for next sprint has to start, the Sprint Review needs to happen for stories to be closed, where is the time for retrospective? Can it be done next time?<\/p>\n\n\n\n
At times they combine Retrospective and Sprint Planning, which results in speeding through the retrospective and getting quickly into the planning. Add to this the different locations and time zones of the PO and Scrum Team. The retrospective at times is scheduled after Sprint Planning, which is anyway better than not having it at all.<\/p>\n\n\n\n
So here is how it goes, the three questions are asked, inputs collated and a mail sent to all stakeholders and the collated inputs made available in a common area. Very less focus on listening to each other and trying to resolve issues.<\/p>\n\n\n\n
The way I deal with this is that I share with the Scrum Master and team on how an ideal Retrospective should proceed and leave it to them to get close to it:
- Use post-its to capture what went well, stick on board, have one of team read all of it. Clarify any point that is not clear,
- Same for what did not go well,
- Same for what they would start to do,
- At this juncture prioritize the start to do\/action items and brainstorm, starting from top till the time runs out.<\/p>\n\n\n\n
This has worked well, teams typically identify one to three items and come up with reasonable details for implementing them. If required I remind them of these mid sprint, some steps are taken and progress made, this helps in them getting into the habit of doing retrospectives regularly.<\/p>\n\n\n\n
One more point to note is that a problem that seems \u201ca way of life\u201d, at end of first sprint may get some solutions, in the subsequent sprint. My reading of this is that the problem when noted first is annoying and frustrating, team is mentally tired to work on it. But when the same problem surfaces again, they are able to come up with a solution, as the frustration is vented in past.<\/p>\n\n\n\n
Let me share one example. This is to do with a scarce DBA resource causing stories to be re-opened due to delayed inputs\/review. At the end of first sprint they made note of this issue and came out strongly on \u201cthis how it is going to be\u201d, \u201cwe have escalated enough already in past\u201d. The issue surfaced again in next sprint, as it was discussed before, the emotions were in check. One of team suggested that we use the grooming pattern, i.e., plan\/do in advance. They figured out a way to deal with it.<\/p>\n\n\n\n
Another oft repeating issue is the frustration of not being able to close a story, because just the show and tell (demo) could not happen, or a build and test in correct environment was not completed due to big queue in CM. The team argues for closing the story, they feel that they are loosing story points for no fault of theirs. Here as a coach, one has to reinforce the concept of \u201cDone\u201d and revisit the concept of \u201cVelocity\u201d.<\/p>\n","post_title":"Initial coaching interventions for Retrospectives","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"initial-coaching-interventions-for-retrospectives","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:04","post_modified_gmt":"2024-01-29 14:50:04","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3343","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3339,"post_author":"26","post_date":"2015-04-11 09:33:55","post_date_gmt":"2015-04-11 04:03:55","post_content":"\n
Teams new to Scrum have a product backlog. The backlog will be groomed to some degree, typically have clarity for up to one to two sprints. The priority will be clear, with fair amount of detail on the requirements. The estimates may be present, it could be story points or a masked form of an effort estimate.<\/p>\n\n\n\n
The Product Owner (PO), who is not co-located in most of the teams will participate in Sprint Planning and along with the Scrum Master and team pick a set of stories to be done in the Sprint. After this the team jumps into doing the work. Detailed Sprint Planning is given a miss as PO will not be available for the entire duration and the team reluctant to do task based estimate for variety of reasons, if they do it is done by a few senior members of the team.<\/p>\n\n\n\n
This is where the first intervention from coach is needed, coax them to do detailed planning i.e., break down the stories into tasks and corresponding effort estimates. Insist that the entire team be involved and ensure that they balance the work they are taking up with the capacity the team has. Here is where they get to see one of the characteristics of Scrum \u2013 uncovering the problems at the earliest, and as a coach one should ensure that they become aware of it.<\/p>\n\n\n\n
$\"Sprint_Plan_1\"$ <\/figure>\n\n\n\n
Few things they discover:
- there may not be enough Analysis\/Dev\/DBA\/QA capacity in the team
- some of the team may not be fully utilized
- as they break down stories to tasks they realize that some stories cannot be completed, due to external dependencies, that is unlikely to be fulfilled.
- they may require more information from the PO.
- lastly the entire team gains an understanding what is planned to be accomplished.<\/p>\n\n\n\n
And it is interesting to see how they work around this:
- make use of team members not fully utilized to accomplish some of the tasks.
- the above at times involves redistributing the work, so that team members volunteering outside their domain, can take up relatively simpler tasks.
- go back to PO\/stakeholders and try to get the dependencies resolved or pick another story, this one requires a push from coach.
- get clarity on requirements from PO, this has to happen the next day.
- re-adjust the sprint backlog taking the above into account.<\/p>\n\n\n\n
$\"Sprint_Plan_2\"$ <\/figure>\n\n\n\n
At times guidelines are adhered to, planning sessions is time-boxed, they assume that all planning needs to happen in one sitting. Here is where, as a coach, one has to make them see the \"why\" behind a particular step, \"what\" outcome is desired? The outcome of having a proper Sprint Plan is more important than accomplishing it a single time-boxed session.<\/p>\n\n\n\n
As they complete this they realize that in past sprints, they grappled with these issues, towards the end of the sprint. Now they have ample time to cope with it \u2013 the benefit of Scrum uncovering problems earlier is leveraged.<\/p>\n\n\n\n
There is reluctance to do task effort estimates. In the traditional planning task estimates are done for entire project even with some requirements not being clear. This would have resulted in lot of waste, this coupled with notion that agile means no planning is the major cause of the reluctance. As a coach, one needs to highlight that there is better clarity on requirements and it is being done for just a sprint, so there is no waste. The reluctance is also due to lack of understanding of the difference between story point, size and effort estimates, this needs to be addressed.<\/p>\n\n\n\n
At this juncture the team is ready to make and take on the commitment with higher confidence. You can see the related blog on retrospectives.<\/p>\n","post_title":"Initial coaching interventions for Sprint Planning","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"initial-coaching-interventions-for-sprint-planning","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:24","post_modified_gmt":"2024-01-29 14:50:24","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3339","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1519,"post_author":"33","post_date":"2014-11-09 12:15:54","post_date_gmt":"2014-11-09 06:45:54","post_content":"\n
$\"\"\/$ <\/figure>\n\n\n\n
  <\/p>\n\n\n\n
Leaders have only two jobs:<\/p>\n\n\n\n
1) Getting work done<\/p>\n\n\n\n
2) Growing the people<\/p>\n\n\n\n
Coaching as a leadership\/management style achieves both.<\/p>\n\n\n\n
With Command & Control approach, managers may get the work done in the short term, by force. But that might have negative impacts on the team in terms of :<\/p>\n\n\n\n
- Lack of ownership<\/p>\n\n\n\n
- Low motivation<\/p>\n\n\n\n
- Poor quality output<\/p>\n\n\n\n
- Low productivity<\/p>\n\n\n\n
- Missed schedules etc.<\/p>\n\n\n\n
Command & Control might also impact development of team members negatively. Teams might wait for manager to give instruction. They might hesitate to take initiative as it might get overruled by the manager. They might stop thinking new & innovative ideas as the manager will always tell them what to do.<\/p>\n\n\n\n
On the other hand, with Coaching as the leadership style, managers will empower the team members to come out with new ideas, solutions and encourage them to implement them. They will help the team members to discover their strengths by asking questions & challenging them. This builds motivation and ownership in the team members.<\/p>\n\n\n\n
Having said that, there are situations where Managers need to use command & control approaches. For example, in a fire fighting situation where extremely quick response in needed. There will be a need for different approaches for different team members \u2013 someone may need more directive input & constant oversight and someone may need a lot of freedom.<\/p>\n\n\n\n
A good leader is one who has high self awareness, self-regulation, self-motivation and empathy through which he\/she can sense and respond differently, in a conscious way, to different situations & different people.<\/p>\n\n\n\n
However, to be a good Leader, coaching way of management style should be the most natural approach and command & control should be the exception.<\/p>\n","post_title":"Coaching vs Command & Control style of Management","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"coaching-vs-command-control-style-of-management","to_ping":"","pinged":"","post_modified":"2024-01-29 15:34:20","post_modified_gmt":"2024-01-29 15:34:20","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1519","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1456,"post_author":"31","post_date":"2014-11-09 12:15:37","post_date_gmt":"2014-11-09 06:45:37","post_content":"\n
In an earlier article \u201cJourney of a coach \u2013 theory & practice (Part I)<\/a>, we introduced the \u201ccircles of influence\u201d which form the context (see diagram below) for coaching process.<\/p>\n\n\n\n
$\"image\"$ <\/a> The circles in the diagram above have a significant bearing on coaching effectiveness and need to be addressed by the coach using the theory of coaching (such as Whitmore\u2019s book on \u201cCoaching for Performance\u201d). In the case of some circles, the theory may \u201cend\u201d at some point and the coach will have \u201cinterpret\u201d and \u201cextend\u201d it for the specific coachee situation at hand.<\/p>\n\n\n\n
We covered the following in Part I of this article:<\/p>\n\n\n\n
\u00b7 Circle #1: Are all situations \u201ccoaching situations\u201d?<\/p>\n\n\n\n
\u00b7 Circle #2: Are people always receptive to coaching?<\/p>\n\n\n\n
In this Part II, we will cover the two remaining circles.<\/p>\n\n\n\n
Circle #3: Are coaches sometimes helpless?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
Circle #3 above regarding \u201cbeliefs, perceptions and personal circumstances\u201d can actually be quite a hard shell hindering coaching progress. But it is often an invisible hard shell because people will share only so much of their innermost beliefs and personal circumstances even though they are impacting their work performance. Coaches make chance discoveries of this shell in the Reality check part (that is, the current state of affairs that needs to improve to meet the Goal) of the Goal-Reality-Options-Will (GROW) model of Whitmore. Here are examples:<\/p>\n\n\n\n
\u00b7 A coachee once candidly admitted that he was himself the reason for his declining performance at work. The reason was that his family was going through his sister\u2019s painful divorce in the US and her life coming back to India. He just could not go about work as usual<\/p>\n\n\n\n
\u00b7 A second coachee had a lot of issues with his manager. He felt that the manager\u2019s lack of domain knowledge resulted in his not realizing & recognizing the value of the coachee\u2019s work. In addition, the coachee seemed to indicate that lack of recognition of his work had to do with his belonging to a minority religious community in India<\/p>\n\n\n\n
\u00b7 Yet another coachee told my colleague (also a Performance Coach) that her problems arose because her boss was an inveterate woman-hater<\/p>\n\n\n\n
These are situations of tight-rope walking for a performance coach! In situations of personal crisis, the coach may only help by sympathetic and patient listening. This may help the coachee more than one would think \u2013 just getting the problem \u201coff his chest\u201d often helps and relieves stress. Being less stressed, he may be able to come to grips with his personal predicament and deal with it better. However, coachee\u2019s entrenched beliefs on, say, religion and gender can be very challenging for the coach to deal with. Some deep-rooted beliefs may indicate pathology needing help from a trained therapist \u2013 far beyond the scope of performance coaching and the ability of the coach.<\/p>\n\n\n\n
Circle #4: Is the coachee\u2019s work environment conducive?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The last circle of influence is the coachee\u2019s work. Sometimes, people have told me that they are \u201cstuck\u201d in positions \u2013 say, \u201croutine\u201d software bug fixing and maintenance where there is really no scope for \u201clearning, enjoyment and fulfillment\u201d (you may like to read My Team is not motivated!!!<\/a> by my colleague Prasanna Moses on this). Most of us would agree that there is far less drudgery at work in today\u2019s knowledge-centric world than even just 30 years ago. We would also agree that there is no such thing as 100% \u201csexy\u201d work (unless of course, you are doing breakthrough work of your calling \u2013 say, in quantum computing). So, when coachees complain about their current work\/role and the lack of sexiness thereof, I ask them questions about what makes it boring, what they can do about it and so on \u2013 hopefully making them better aware of interesting possibilities in what they were doing. In some cases, people have hinted to me that they are considering quitting their \u201cboring\u201d job and looking for a reaction. Under such circumstances, to be fair to the coachee and to the coachee\u2019s employer (who is paying my fees!), I would say the best option is to ask the coachee questions exploring his rationale for leaving (without being judgmental on whether it is right or wrong) \u2013 like what does he think leaving the job will achieve, how will it get him closer to his goals, how is he sure that the same problems would not repeat themselves in the new organization and so on. The ultimate decision should be the coachee\u2019s based on introspection triggered by your questions. He may still choose to quit \u2013 but that is another matter! As far as you are concerned as a coach, you have played it fair & square. It is not unthinkable that you as the coach may actually agree with his rationale for seeking another job!<\/p>\n\n\n\n
A related aspect is also the organizational environment in which the coachee works \u2013 over & above his immediate work\/role discussed above. In sports coaching, the strong individual motivation is a given and the coachee has a great deal of control over what he can and cannot do to enhance his performance. The circumstances for software project managers are different. Their GROW model is in the context of an organization with its culture, policies, processes and so on. As a coach, I have encountered some real challenges here \u2013 the Project Manager may be aspiring to do something of value in his project but his line management and work environment may not be supportive. Some organizational policies can be insensitive to people and even draconian. In one software development organization, if project team members logged in less than 40 hours per week of approved work, there would be automatic cuts in their pay while the significant additional work needed at other times went scarcely noticed! How can one be expected to learn and enjoy their work in such an environment? In such cases, we do bring it up with the line management for addressing them and offer our help as well. To be honest, it worked sometimes and it did not in as many cases.<\/p>\n\n\n\n
In summary, as a practicing coach, you are bound to run into situations like the ones above which make you stop and ponder as to what extent theory can lead practice! You may need to introspect and think of newer ways of extending \u201ctheory\u201d or just use good old common sense and move on! At PM Power, we have the coaches\u2019 conclave where these situations are discussed to see how best to help the coachee considering all the circles of influence. It has significantly helped our coaches in specific situations and in honing their coaching skills in general.<\/p>\n\n\n\n
We invite you to share your coaching experiences (as a coach or a coachee) and we would be happy to share our perspectives which may be of help. You may reach us at info@pm-powerconsulting.com.<\/p>\n","post_title":"Journey of a coach - theory & practice (Part II)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-ii","to_ping":"","pinged":"","post_modified":"2024-01-29 10:54:32","post_modified_gmt":"2024-01-29 10:54:32","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1456","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1514,"post_author":"31","post_date":"2014-11-02 12:24:22","post_date_gmt":"2014-11-02 06:54:22","post_content":"\n
A speaker finishes a great speech \u2013 at least, HE thinks it is great! He then asks, \u201cAny questions?\u201d What does he expect? If I were him, I would expect the audience to demonstrate a level of understanding of what the speech was all about and ask meaningful questions - clarifying the ground covered and even extending from there.<\/p>\n\n\n\n
These are situations where one actually wants to be questioned to get a sense a satisfaction that the effort (the speech, in this case) has been worthwhile. But there are other situations where being questioned has a very negative connotation. It implies questioning the ability of the person being questioned or the work that he has done.<\/p>\n\n\n\n
The important thing is that the intent of questioning should be to seek understanding rather than putting down someone. Hence, even the tone of questioning is very important. Consider the difference between, \u201cWhy did you do THAT?\u201d and \u201cWhat are your reasons for doing THAT?\u201d<\/p>\n\n\n\n
The tone of the former question is judgmental while the same question asked differently demonstrates an openness and a neutral tone. The tone is important because it can either put people off & make them defensive or it can make them relaxed and explain their rationale for an idea or a course of action.<\/p>\n\n\n\n
From the above, it follows that there is a big difference between \u201cquestioning\u201d and \u201casking questions\u201d.<\/p>\n\n\n\n
$\"image\"$ <\/figure>\n\n\n\n
In the work context, a manager who adopts an approach of \u201casking questions\u201d enables an environment where his reportees apply their mind to the situation at hand and exercise their best judgment on the right course of action.<\/p>\n\n\n\n
The manager can use questions to expand the reportee\u2019s thinking and make him aware of aspects he may not have thought of (instead of just instructing him what to do).<\/p>\n\n\n\n
Hence asking questions contributes to the reportee\u2019s overall development and ability to deal with situations with minimal oversight. Equally important, it enables greater responsibility on the part of the reportee so that the implementation aspects of his suggestions are fully owned by him.<\/p>\n\n\n\n
Through this, the manager\u2019s time is also freed up from routine oversight functions to take up important but not urgent tasks.<\/p>\n\n\n\n
In a highly dynamic world, the approach of \u201casking questions\u201d is not just \u201ca nice to have\u201d but an imperative to empower people and ensure that the organization as a whole responds fast to changes in the environment.<\/p>\n\n\n\n
\u201cAsking questions\u201d is an essential part of the tool set of a coach who may be the line manager himself. You consciously adopt the approach for improving the \u201cawareness\u201d of the coachee and therefore, open his mind to his perceptions & other possibilities and take \u201cresponsibility\u201d for the options for actions that he chooses.<\/p>\n\n\n\n
Finally, adopting the approach of \u201casking questions\u201d needs a complementing skill which is ACTIVE listening. A coach cannot sustain a session of asking questions without actually listening well, understanding and re-phrasing of what the coachee says.<\/p>\n\n\n\n
As with most things in life, practice makes perfect \u2013 it takes time and experience to hone the approach of asking questions and the skill of active listening. But they can indeed be developed for individual and organizational benefit. The time to start is NOW!<\/p>\n","post_title":"Questioning and Asking Questions - what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"questioning-and-asking-questions-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:02","post_modified_gmt":"2024-01-29 10:55:02","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1514","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1448,"post_author":"31","post_date":"2014-11-02 06:59:09","post_date_gmt":"2014-11-02 01:29:09","post_content":"\n
This article is part of the series on \u201cJourney of a coach\u201d covering my experiences as a performance coach. You may have the read an earlier article in the series on \u201cJourney of a coach \u2013 the beginning\u201d<\/a>. The journey continues here...<\/p>\n\n\n\n
Yogi Berra, New York Yankees baseball player (arguably the best catcher of all time) said, \u201cIn theory, there is no difference between theory & practice. But in practice, there is!\u201d So, this article is about the theory & practice of coaching for performance \u2013 not baseball players but people managing software projects.<\/p>\n\n\n\n
In my context, the \u201ctheory\u201d was mostly \u201cCoaching for Performance\u201d by John Whitmore (by the way, there is another article of mine on Whitmore<\/a> if you are interested). The \u201cpractice\u201d was, of course, my actual experiences over the years.<\/p>\n\n\n\n
A caveat \u2013 I am not here to debunk theory and hail practice - as a cardiac surgeon might! I have a great deal of respect for Whitmore\u2019s book on Coaching for Performance. The book provided a solid reference and a practical guide for my work as a coach all these years.<\/p>\n\n\n\n
However, I do have my own \u201cinterpretations\u201d and \u201cextensions\u201d of the theory in actual practice which I wish to share. I will use the diagram below which shows the context for coaching.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
You can see the \u201ccircles of influence\u201d around the coachee which would have a bearing on coaching and its effectiveness. We will cover each of these circles with examples. Note that the coach\u2019s experience, beliefs and perceptions are also significant in the context in addition to his skills for coaching.<\/p>\n\n\n\n
Circle #1: Are all situations \u201ccoaching situations\u201d?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The first circle of influence is the coaching situation faced by the coachee at work. For example, it could be that he is recently promoted and finds gaining acceptance in his team a challenge.<\/p>\n\n\n\n
The question is whether all such work situations are amenable for coaching - whether you are the manager of the coachee or an external coach. If you follow the \u201ctheory\u201d (that is Whitmore), a coaching style can become the default management style of the entire organization for all occasions.<\/p>\n\n\n\n
In other words, all manager-reportee interactions can naturally follow the coaching style \u2013 the manager following the sequence of helping his reportee to identify the goal he is seeking to achieve, assess the current state of affairs, consider the available options to achieve the goal and making the commitment-making to make it happen.<\/p>\n\n\n\n
That is all very well, but what if you are a commando fighting a guerrilla war in a jungle and see a metal tube from the foliage pointing at you. Your commander (\u201cmanager\u201d) is not going to coach you through the situation, is he?<\/p>\n\n\n\n
There are also other equivalent (but less extreme) situations at work when time is of essence and all that the coachee needs is information or simple direction (like for example, how to balance staff loading in a project schedule).<\/p>\n\n\n\n
So, my interpretation of theory is that there is better pay-off of coaching in some situations than others. However, there are many, many work situations wherein the quality of work<\/b> or results<\/b> is very important, the learning<\/b> for the coachee very important and it is not an emergency<\/b>. Coaching is very relevant in those cases.<\/p>\n\n\n\n
Circle #2: Are people always receptive to coaching?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The next circle of influence is relating to how receptive people are to coaching even if their work situation was amenable for it.<\/p>\n\n\n\n
Are they motivated enough to become more aware<\/b> and take responsibility<\/b> by themselves and not just because their employer has enrolled them in a training & coaching program?<\/p>\n\n\n\n
Maslow\u2019s theory is that motivation is linked to the stage an individual is at in a hierarchy of needs (see diagram below from Whitmore\u2019s Coaching for Performance). Note that Whitmore has split Maslow\u2019s Esteem stage into two \u2013 Esteem from others and Self-esteem.<\/p>\n\n\n\n
At the stage of Esteem from others, one is looking \u201cexternal\u201d recognition and prestige as motivators. At the stage of Self-esteem, external motivators tend to become less important. More important is the need to make a difference and being empowered to do so enhancing self-esteem. This self-esteem stage is where coaching makes the biggest impact for personal growth.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
Source: Coaching for Performance by John Whitmore<\/i><\/p>\n\n\n\n
There are a few more \u201ccircles\u201d to cover which we will in Part II of the article.<\/p>\n\n\n\n
Till then...<\/p>\n","post_title":"Journey of a coach - theory & practice (Part I)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-i","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:34","post_modified_gmt":"2024-01-29 10:55:34","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1521,"post_author":"26","post_date":"2014-10-30 10:57:02","post_date_gmt":"2014-10-30 05:27:02","post_content":"\n
$\"Network_whenhow2\"$ <\/a><\/figure>\n\n\n\n
One is never without a network and if you are reading this - it may be more to know how to grow it and\/or to overcome obstacles, often due to one's level comfort with so called \"networking\".<\/p>\n\n\n\n
If you look at how you:<\/p>\n\n\n\n
\n
got the opportunity to work in your current position<\/li>\n\n\n\n
got into your college\/school<\/li>\n\n\n\n
got your house on rent or bought your apartment<\/li>\n<\/ul>\n\n\n\n
you will see that a network - formal, informal or virtual (internet based) was at play.<\/p>\n\n\n\n
I will focus on growing your professional network and a few simple steps for it and not delve into specifics of social media, as all of you would be familiar with it.<\/p>\n\n\n\n
First, start with your existing network - which will be your current and past colleagues, your college and school alumni, friends and family. See that you stay in touch with them, by meeting them up or electronically, if you are not in touch start right away. Sending greetings for important occasions, festivals and events is a good way to start. Make it a point to call a few of them over the commute\/ weekends and work on the complete list slowly and steadily, start at top the list again once you complete it.<\/p>\n\n\n\n
What if you need to ask for a reference or a favor from a person with whom you are not in regular touch. The best way to is to be honest, there is no point in coming up with a phony reason to get in touch with them and ask for what you want. Your honesty will be appreciated, after that do thank them and make an effort to stay in touch with them. See that your nurture this set of contacts where you have already made a start.<\/p>\n\n\n\n
Once, when I was looking out for a job using my network, I made it a point to call and thank all those who forwarded my resume to their contacts and I sent a book as a gift to thank all those contacts whose help took me to the interview stage. I did it without any motive and what amazed me was the warmth from these contacts in all my future interactions.<\/p>\n\n\n\n
Second area to focus on are the professional events - there will be events where your technical or managerial domain will be the focus. You may be sponsored\/encouraged by your organizations to attend them, do not let is pass citing an excuse of being busy. Do make time to attend a few of them. If you find that you do not have this opportunity then see that you find such events and enroll yourself.<\/p>\n\n\n\n
In my experience these events certainly help you make a few contacts, you will always find a few persons whom you will find interesting and knowledgeable and connect effortlessly. The key is to nurture this - see that you follow-up with a mail and\/or a call.<\/p>\n\n\n\n
If you are the type who feels inhibited to make an opening, then do not worry. I was advised by one of my mentors to just listen and not worry about talking and enjoy being there. If you listen and observe intently you will find yourself talking soon. Your focus on the interactions and not on your perceived ability, does the trick. Try it a couple of times and see for yourself.<\/p>\n\n\n\n
Lastly, for anything to succeed one has to have the desire, then comes the effort and discipline for achieving it. A small progress or a step with positive result, is the best encouragement for you to strive towards your goals. Do ponder on your actions and results to stay focused on continuing to do this.<\/p>\n\n\n\n
One related question I hear from many of my coachees is \"visibility\" within the organization. More on that in a later post.<\/p>\n","post_title":"Networking - when and how to begin?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"networking-when-and-how-to-begin","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:58","post_modified_gmt":"2024-01-29 14:50:58","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1521","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1517,"post_author":"30","post_date":"2014-10-29 09:30:26","post_date_gmt":"2014-10-29 04:00:26","post_content":"\n
$\"sell-it\"$ <\/a><\/figure>\n\n\n\n
As a child, I used to come up with various ideas for almost anything, and ask for Rs. 1000\/- per idea. Being a child, nobody would want to pay money, that too a thousand Rupees \u2013 but, I would get something else as an appreciation for my efforts. A toffee, a cone ice cream etc.<\/p>\n\n\n\n
Further on, when I used to be active in small groups, selling was more of ideas and to get the team to converge on something, that the group can take as an action.<\/p>\n\n\n\n
As a team leader, I needed to sell the vision of the project to the team, to get everybody\u2019s buy in.<\/p>\n\n\n\n
More recently, I have been in contact with many aspiring and active entrepreneurs. Selling is something that they do with every breath.<\/p>\n\n\n\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 10 of 12 Previous 1 … 9 10 11 12 Next

\n
Mohan is working on a task TKS-210 and has had a bit of a struggle with it. His update in the daily scrum is:<\/p>\n\n\n\n
I was working on TKSK-210, will continue, no impediments. (Sigh.)<\/p>\n\n\n\n
This is accepted, i.e., no one asks any questions, maybe the team members understand the status.<\/p>\n\n\n\n
The next day update too is similar. Now it is likely that couple more team members shift to this style of update. There is an innate, unconscious tendency in humans to mimic, imitate or follow other people, which surfaces time to time. Very soon all updates become similar.<\/p>\n\n\n\n
The ideal update would include some information on -
How much work is done?
When the work is expected to complete?
If completing soon, the team member will certainly state what task he is planning to pick up next.<\/p>\n\n\n\n
Is it quite possible that the thinking on \u201cwhat next\u201d will not happen in the minds, and that is not good. There is a possibility that \u201cI will continue...\u201d kind of update will result in the person continue on task and not take up another, even if it were possible, as words said aloud influence thoughts\/thinking.<\/p>\n\n\n\n
So the Scrum Master and the team has to be alert to how the updates are provided. They can always ask questions to elicit relevant information.<\/p>\n\n\n\n
One practice that will help - is the updating of remaining hours on the task. This if done regularly, will surface in the Daily Scrum and result in update being more specific. If the remaining hours on a task is a fraction of the day, it prompts the team member to the \u201cwhat next\u201d thinking, and share the same.<\/p>\n\n\n\n
Do you have any similar experiences? Would like to hear them as well as your views.<\/p>\n","post_title":"Keeping Daily Scrum focused...","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"keeping-daily-scrum-focused","to_ping":"","pinged":"","post_modified":"2024-01-29 14:49:32","post_modified_gmt":"2024-01-29 14:49:32","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3510","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3343,"post_author":"26","post_date":"2015-05-15 09:38:10","post_date_gmt":"2015-05-15 04:08:10","post_content":"\n
As a coach, a recurring situation one faces, towards the end of the first sprint after the coaching has started, is the push and shove to the retrospective. After seemingly making the team understand that two key aspect of Agile Scrum are to surface the problems at the earliest<\/strong> and avoiding any kind of waste<\/strong>. I naively expected that the team will be eager to do the retrospective, but wiser now.<\/p>\n\n\n\n
$\"lookingback\"$ <\/figure>\n\n\n\n
<\/p>\n\n\n\n
The team will be scrambling to wrap up the work and close all stories to meet the sprint commitment made, the sprint will be kept open till the the very end and at times a few hours into the next sprint. The Sprint Planning for next sprint has to start, the Sprint Review needs to happen for stories to be closed, where is the time for retrospective? Can it be done next time?<\/p>\n\n\n\n
At times they combine Retrospective and Sprint Planning, which results in speeding through the retrospective and getting quickly into the planning. Add to this the different locations and time zones of the PO and Scrum Team. The retrospective at times is scheduled after Sprint Planning, which is anyway better than not having it at all.<\/p>\n\n\n\n
So here is how it goes, the three questions are asked, inputs collated and a mail sent to all stakeholders and the collated inputs made available in a common area. Very less focus on listening to each other and trying to resolve issues.<\/p>\n\n\n\n
The way I deal with this is that I share with the Scrum Master and team on how an ideal Retrospective should proceed and leave it to them to get close to it:
- Use post-its to capture what went well, stick on board, have one of team read all of it. Clarify any point that is not clear,
- Same for what did not go well,
- Same for what they would start to do,
- At this juncture prioritize the start to do\/action items and brainstorm, starting from top till the time runs out.<\/p>\n\n\n\n
This has worked well, teams typically identify one to three items and come up with reasonable details for implementing them. If required I remind them of these mid sprint, some steps are taken and progress made, this helps in them getting into the habit of doing retrospectives regularly.<\/p>\n\n\n\n
One more point to note is that a problem that seems \u201ca way of life\u201d, at end of first sprint may get some solutions, in the subsequent sprint. My reading of this is that the problem when noted first is annoying and frustrating, team is mentally tired to work on it. But when the same problem surfaces again, they are able to come up with a solution, as the frustration is vented in past.<\/p>\n\n\n\n
Let me share one example. This is to do with a scarce DBA resource causing stories to be re-opened due to delayed inputs\/review. At the end of first sprint they made note of this issue and came out strongly on \u201cthis how it is going to be\u201d, \u201cwe have escalated enough already in past\u201d. The issue surfaced again in next sprint, as it was discussed before, the emotions were in check. One of team suggested that we use the grooming pattern, i.e., plan\/do in advance. They figured out a way to deal with it.<\/p>\n\n\n\n
Another oft repeating issue is the frustration of not being able to close a story, because just the show and tell (demo) could not happen, or a build and test in correct environment was not completed due to big queue in CM. The team argues for closing the story, they feel that they are loosing story points for no fault of theirs. Here as a coach, one has to reinforce the concept of \u201cDone\u201d and revisit the concept of \u201cVelocity\u201d.<\/p>\n","post_title":"Initial coaching interventions for Retrospectives","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"initial-coaching-interventions-for-retrospectives","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:04","post_modified_gmt":"2024-01-29 14:50:04","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3343","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3339,"post_author":"26","post_date":"2015-04-11 09:33:55","post_date_gmt":"2015-04-11 04:03:55","post_content":"\n
Teams new to Scrum have a product backlog. The backlog will be groomed to some degree, typically have clarity for up to one to two sprints. The priority will be clear, with fair amount of detail on the requirements. The estimates may be present, it could be story points or a masked form of an effort estimate.<\/p>\n\n\n\n
The Product Owner (PO), who is not co-located in most of the teams will participate in Sprint Planning and along with the Scrum Master and team pick a set of stories to be done in the Sprint. After this the team jumps into doing the work. Detailed Sprint Planning is given a miss as PO will not be available for the entire duration and the team reluctant to do task based estimate for variety of reasons, if they do it is done by a few senior members of the team.<\/p>\n\n\n\n
This is where the first intervention from coach is needed, coax them to do detailed planning i.e., break down the stories into tasks and corresponding effort estimates. Insist that the entire team be involved and ensure that they balance the work they are taking up with the capacity the team has. Here is where they get to see one of the characteristics of Scrum \u2013 uncovering the problems at the earliest, and as a coach one should ensure that they become aware of it.<\/p>\n\n\n\n
$\"Sprint_Plan_1\"$ <\/figure>\n\n\n\n
Few things they discover:
- there may not be enough Analysis\/Dev\/DBA\/QA capacity in the team
- some of the team may not be fully utilized
- as they break down stories to tasks they realize that some stories cannot be completed, due to external dependencies, that is unlikely to be fulfilled.
- they may require more information from the PO.
- lastly the entire team gains an understanding what is planned to be accomplished.<\/p>\n\n\n\n
And it is interesting to see how they work around this:
- make use of team members not fully utilized to accomplish some of the tasks.
- the above at times involves redistributing the work, so that team members volunteering outside their domain, can take up relatively simpler tasks.
- go back to PO\/stakeholders and try to get the dependencies resolved or pick another story, this one requires a push from coach.
- get clarity on requirements from PO, this has to happen the next day.
- re-adjust the sprint backlog taking the above into account.<\/p>\n\n\n\n
$\"Sprint_Plan_2\"$ <\/figure>\n\n\n\n
At times guidelines are adhered to, planning sessions is time-boxed, they assume that all planning needs to happen in one sitting. Here is where, as a coach, one has to make them see the \"why\" behind a particular step, \"what\" outcome is desired? The outcome of having a proper Sprint Plan is more important than accomplishing it a single time-boxed session.<\/p>\n\n\n\n
As they complete this they realize that in past sprints, they grappled with these issues, towards the end of the sprint. Now they have ample time to cope with it \u2013 the benefit of Scrum uncovering problems earlier is leveraged.<\/p>\n\n\n\n
There is reluctance to do task effort estimates. In the traditional planning task estimates are done for entire project even with some requirements not being clear. This would have resulted in lot of waste, this coupled with notion that agile means no planning is the major cause of the reluctance. As a coach, one needs to highlight that there is better clarity on requirements and it is being done for just a sprint, so there is no waste. The reluctance is also due to lack of understanding of the difference between story point, size and effort estimates, this needs to be addressed.<\/p>\n\n\n\n
At this juncture the team is ready to make and take on the commitment with higher confidence. You can see the related blog on retrospectives.<\/p>\n","post_title":"Initial coaching interventions for Sprint Planning","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"initial-coaching-interventions-for-sprint-planning","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:24","post_modified_gmt":"2024-01-29 14:50:24","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3339","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1519,"post_author":"33","post_date":"2014-11-09 12:15:54","post_date_gmt":"2014-11-09 06:45:54","post_content":"\n
$\"\"\/$ <\/figure>\n\n\n\n
  <\/p>\n\n\n\n
Leaders have only two jobs:<\/p>\n\n\n\n
1) Getting work done<\/p>\n\n\n\n
2) Growing the people<\/p>\n\n\n\n
Coaching as a leadership\/management style achieves both.<\/p>\n\n\n\n
With Command & Control approach, managers may get the work done in the short term, by force. But that might have negative impacts on the team in terms of :<\/p>\n\n\n\n
- Lack of ownership<\/p>\n\n\n\n
- Low motivation<\/p>\n\n\n\n
- Poor quality output<\/p>\n\n\n\n
- Low productivity<\/p>\n\n\n\n
- Missed schedules etc.<\/p>\n\n\n\n
Command & Control might also impact development of team members negatively. Teams might wait for manager to give instruction. They might hesitate to take initiative as it might get overruled by the manager. They might stop thinking new & innovative ideas as the manager will always tell them what to do.<\/p>\n\n\n\n
On the other hand, with Coaching as the leadership style, managers will empower the team members to come out with new ideas, solutions and encourage them to implement them. They will help the team members to discover their strengths by asking questions & challenging them. This builds motivation and ownership in the team members.<\/p>\n\n\n\n
Having said that, there are situations where Managers need to use command & control approaches. For example, in a fire fighting situation where extremely quick response in needed. There will be a need for different approaches for different team members \u2013 someone may need more directive input & constant oversight and someone may need a lot of freedom.<\/p>\n\n\n\n
A good leader is one who has high self awareness, self-regulation, self-motivation and empathy through which he\/she can sense and respond differently, in a conscious way, to different situations & different people.<\/p>\n\n\n\n
However, to be a good Leader, coaching way of management style should be the most natural approach and command & control should be the exception.<\/p>\n","post_title":"Coaching vs Command & Control style of Management","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"coaching-vs-command-control-style-of-management","to_ping":"","pinged":"","post_modified":"2024-01-29 15:34:20","post_modified_gmt":"2024-01-29 15:34:20","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1519","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1456,"post_author":"31","post_date":"2014-11-09 12:15:37","post_date_gmt":"2014-11-09 06:45:37","post_content":"\n
In an earlier article \u201cJourney of a coach \u2013 theory & practice (Part I)<\/a>, we introduced the \u201ccircles of influence\u201d which form the context (see diagram below) for coaching process.<\/p>\n\n\n\n
$\"image\"$ <\/a> The circles in the diagram above have a significant bearing on coaching effectiveness and need to be addressed by the coach using the theory of coaching (such as Whitmore\u2019s book on \u201cCoaching for Performance\u201d). In the case of some circles, the theory may \u201cend\u201d at some point and the coach will have \u201cinterpret\u201d and \u201cextend\u201d it for the specific coachee situation at hand.<\/p>\n\n\n\n
We covered the following in Part I of this article:<\/p>\n\n\n\n
\u00b7 Circle #1: Are all situations \u201ccoaching situations\u201d?<\/p>\n\n\n\n
\u00b7 Circle #2: Are people always receptive to coaching?<\/p>\n\n\n\n
In this Part II, we will cover the two remaining circles.<\/p>\n\n\n\n
Circle #3: Are coaches sometimes helpless?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
Circle #3 above regarding \u201cbeliefs, perceptions and personal circumstances\u201d can actually be quite a hard shell hindering coaching progress. But it is often an invisible hard shell because people will share only so much of their innermost beliefs and personal circumstances even though they are impacting their work performance. Coaches make chance discoveries of this shell in the Reality check part (that is, the current state of affairs that needs to improve to meet the Goal) of the Goal-Reality-Options-Will (GROW) model of Whitmore. Here are examples:<\/p>\n\n\n\n
\u00b7 A coachee once candidly admitted that he was himself the reason for his declining performance at work. The reason was that his family was going through his sister\u2019s painful divorce in the US and her life coming back to India. He just could not go about work as usual<\/p>\n\n\n\n
\u00b7 A second coachee had a lot of issues with his manager. He felt that the manager\u2019s lack of domain knowledge resulted in his not realizing & recognizing the value of the coachee\u2019s work. In addition, the coachee seemed to indicate that lack of recognition of his work had to do with his belonging to a minority religious community in India<\/p>\n\n\n\n
\u00b7 Yet another coachee told my colleague (also a Performance Coach) that her problems arose because her boss was an inveterate woman-hater<\/p>\n\n\n\n
These are situations of tight-rope walking for a performance coach! In situations of personal crisis, the coach may only help by sympathetic and patient listening. This may help the coachee more than one would think \u2013 just getting the problem \u201coff his chest\u201d often helps and relieves stress. Being less stressed, he may be able to come to grips with his personal predicament and deal with it better. However, coachee\u2019s entrenched beliefs on, say, religion and gender can be very challenging for the coach to deal with. Some deep-rooted beliefs may indicate pathology needing help from a trained therapist \u2013 far beyond the scope of performance coaching and the ability of the coach.<\/p>\n\n\n\n
Circle #4: Is the coachee\u2019s work environment conducive?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The last circle of influence is the coachee\u2019s work. Sometimes, people have told me that they are \u201cstuck\u201d in positions \u2013 say, \u201croutine\u201d software bug fixing and maintenance where there is really no scope for \u201clearning, enjoyment and fulfillment\u201d (you may like to read My Team is not motivated!!!<\/a> by my colleague Prasanna Moses on this). Most of us would agree that there is far less drudgery at work in today\u2019s knowledge-centric world than even just 30 years ago. We would also agree that there is no such thing as 100% \u201csexy\u201d work (unless of course, you are doing breakthrough work of your calling \u2013 say, in quantum computing). So, when coachees complain about their current work\/role and the lack of sexiness thereof, I ask them questions about what makes it boring, what they can do about it and so on \u2013 hopefully making them better aware of interesting possibilities in what they were doing. In some cases, people have hinted to me that they are considering quitting their \u201cboring\u201d job and looking for a reaction. Under such circumstances, to be fair to the coachee and to the coachee\u2019s employer (who is paying my fees!), I would say the best option is to ask the coachee questions exploring his rationale for leaving (without being judgmental on whether it is right or wrong) \u2013 like what does he think leaving the job will achieve, how will it get him closer to his goals, how is he sure that the same problems would not repeat themselves in the new organization and so on. The ultimate decision should be the coachee\u2019s based on introspection triggered by your questions. He may still choose to quit \u2013 but that is another matter! As far as you are concerned as a coach, you have played it fair & square. It is not unthinkable that you as the coach may actually agree with his rationale for seeking another job!<\/p>\n\n\n\n
A related aspect is also the organizational environment in which the coachee works \u2013 over & above his immediate work\/role discussed above. In sports coaching, the strong individual motivation is a given and the coachee has a great deal of control over what he can and cannot do to enhance his performance. The circumstances for software project managers are different. Their GROW model is in the context of an organization with its culture, policies, processes and so on. As a coach, I have encountered some real challenges here \u2013 the Project Manager may be aspiring to do something of value in his project but his line management and work environment may not be supportive. Some organizational policies can be insensitive to people and even draconian. In one software development organization, if project team members logged in less than 40 hours per week of approved work, there would be automatic cuts in their pay while the significant additional work needed at other times went scarcely noticed! How can one be expected to learn and enjoy their work in such an environment? In such cases, we do bring it up with the line management for addressing them and offer our help as well. To be honest, it worked sometimes and it did not in as many cases.<\/p>\n\n\n\n
In summary, as a practicing coach, you are bound to run into situations like the ones above which make you stop and ponder as to what extent theory can lead practice! You may need to introspect and think of newer ways of extending \u201ctheory\u201d or just use good old common sense and move on! At PM Power, we have the coaches\u2019 conclave where these situations are discussed to see how best to help the coachee considering all the circles of influence. It has significantly helped our coaches in specific situations and in honing their coaching skills in general.<\/p>\n\n\n\n
We invite you to share your coaching experiences (as a coach or a coachee) and we would be happy to share our perspectives which may be of help. You may reach us at info@pm-powerconsulting.com.<\/p>\n","post_title":"Journey of a coach - theory & practice (Part II)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-ii","to_ping":"","pinged":"","post_modified":"2024-01-29 10:54:32","post_modified_gmt":"2024-01-29 10:54:32","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1456","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1514,"post_author":"31","post_date":"2014-11-02 12:24:22","post_date_gmt":"2014-11-02 06:54:22","post_content":"\n
A speaker finishes a great speech \u2013 at least, HE thinks it is great! He then asks, \u201cAny questions?\u201d What does he expect? If I were him, I would expect the audience to demonstrate a level of understanding of what the speech was all about and ask meaningful questions - clarifying the ground covered and even extending from there.<\/p>\n\n\n\n
These are situations where one actually wants to be questioned to get a sense a satisfaction that the effort (the speech, in this case) has been worthwhile. But there are other situations where being questioned has a very negative connotation. It implies questioning the ability of the person being questioned or the work that he has done.<\/p>\n\n\n\n
The important thing is that the intent of questioning should be to seek understanding rather than putting down someone. Hence, even the tone of questioning is very important. Consider the difference between, \u201cWhy did you do THAT?\u201d and \u201cWhat are your reasons for doing THAT?\u201d<\/p>\n\n\n\n
The tone of the former question is judgmental while the same question asked differently demonstrates an openness and a neutral tone. The tone is important because it can either put people off & make them defensive or it can make them relaxed and explain their rationale for an idea or a course of action.<\/p>\n\n\n\n
From the above, it follows that there is a big difference between \u201cquestioning\u201d and \u201casking questions\u201d.<\/p>\n\n\n\n
$\"image\"$ <\/figure>\n\n\n\n
In the work context, a manager who adopts an approach of \u201casking questions\u201d enables an environment where his reportees apply their mind to the situation at hand and exercise their best judgment on the right course of action.<\/p>\n\n\n\n
The manager can use questions to expand the reportee\u2019s thinking and make him aware of aspects he may not have thought of (instead of just instructing him what to do).<\/p>\n\n\n\n
Hence asking questions contributes to the reportee\u2019s overall development and ability to deal with situations with minimal oversight. Equally important, it enables greater responsibility on the part of the reportee so that the implementation aspects of his suggestions are fully owned by him.<\/p>\n\n\n\n
Through this, the manager\u2019s time is also freed up from routine oversight functions to take up important but not urgent tasks.<\/p>\n\n\n\n
In a highly dynamic world, the approach of \u201casking questions\u201d is not just \u201ca nice to have\u201d but an imperative to empower people and ensure that the organization as a whole responds fast to changes in the environment.<\/p>\n\n\n\n
\u201cAsking questions\u201d is an essential part of the tool set of a coach who may be the line manager himself. You consciously adopt the approach for improving the \u201cawareness\u201d of the coachee and therefore, open his mind to his perceptions & other possibilities and take \u201cresponsibility\u201d for the options for actions that he chooses.<\/p>\n\n\n\n
Finally, adopting the approach of \u201casking questions\u201d needs a complementing skill which is ACTIVE listening. A coach cannot sustain a session of asking questions without actually listening well, understanding and re-phrasing of what the coachee says.<\/p>\n\n\n\n
As with most things in life, practice makes perfect \u2013 it takes time and experience to hone the approach of asking questions and the skill of active listening. But they can indeed be developed for individual and organizational benefit. The time to start is NOW!<\/p>\n","post_title":"Questioning and Asking Questions - what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"questioning-and-asking-questions-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:02","post_modified_gmt":"2024-01-29 10:55:02","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1514","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1448,"post_author":"31","post_date":"2014-11-02 06:59:09","post_date_gmt":"2014-11-02 01:29:09","post_content":"\n
This article is part of the series on \u201cJourney of a coach\u201d covering my experiences as a performance coach. You may have the read an earlier article in the series on \u201cJourney of a coach \u2013 the beginning\u201d<\/a>. The journey continues here...<\/p>\n\n\n\n
Yogi Berra, New York Yankees baseball player (arguably the best catcher of all time) said, \u201cIn theory, there is no difference between theory & practice. But in practice, there is!\u201d So, this article is about the theory & practice of coaching for performance \u2013 not baseball players but people managing software projects.<\/p>\n\n\n\n
In my context, the \u201ctheory\u201d was mostly \u201cCoaching for Performance\u201d by John Whitmore (by the way, there is another article of mine on Whitmore<\/a> if you are interested). The \u201cpractice\u201d was, of course, my actual experiences over the years.<\/p>\n\n\n\n
A caveat \u2013 I am not here to debunk theory and hail practice - as a cardiac surgeon might! I have a great deal of respect for Whitmore\u2019s book on Coaching for Performance. The book provided a solid reference and a practical guide for my work as a coach all these years.<\/p>\n\n\n\n
However, I do have my own \u201cinterpretations\u201d and \u201cextensions\u201d of the theory in actual practice which I wish to share. I will use the diagram below which shows the context for coaching.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
You can see the \u201ccircles of influence\u201d around the coachee which would have a bearing on coaching and its effectiveness. We will cover each of these circles with examples. Note that the coach\u2019s experience, beliefs and perceptions are also significant in the context in addition to his skills for coaching.<\/p>\n\n\n\n
Circle #1: Are all situations \u201ccoaching situations\u201d?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The first circle of influence is the coaching situation faced by the coachee at work. For example, it could be that he is recently promoted and finds gaining acceptance in his team a challenge.<\/p>\n\n\n\n
The question is whether all such work situations are amenable for coaching - whether you are the manager of the coachee or an external coach. If you follow the \u201ctheory\u201d (that is Whitmore), a coaching style can become the default management style of the entire organization for all occasions.<\/p>\n\n\n\n
In other words, all manager-reportee interactions can naturally follow the coaching style \u2013 the manager following the sequence of helping his reportee to identify the goal he is seeking to achieve, assess the current state of affairs, consider the available options to achieve the goal and making the commitment-making to make it happen.<\/p>\n\n\n\n
That is all very well, but what if you are a commando fighting a guerrilla war in a jungle and see a metal tube from the foliage pointing at you. Your commander (\u201cmanager\u201d) is not going to coach you through the situation, is he?<\/p>\n\n\n\n
There are also other equivalent (but less extreme) situations at work when time is of essence and all that the coachee needs is information or simple direction (like for example, how to balance staff loading in a project schedule).<\/p>\n\n\n\n
So, my interpretation of theory is that there is better pay-off of coaching in some situations than others. However, there are many, many work situations wherein the quality of work<\/b> or results<\/b> is very important, the learning<\/b> for the coachee very important and it is not an emergency<\/b>. Coaching is very relevant in those cases.<\/p>\n\n\n\n
Circle #2: Are people always receptive to coaching?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The next circle of influence is relating to how receptive people are to coaching even if their work situation was amenable for it.<\/p>\n\n\n\n
Are they motivated enough to become more aware<\/b> and take responsibility<\/b> by themselves and not just because their employer has enrolled them in a training & coaching program?<\/p>\n\n\n\n
Maslow\u2019s theory is that motivation is linked to the stage an individual is at in a hierarchy of needs (see diagram below from Whitmore\u2019s Coaching for Performance). Note that Whitmore has split Maslow\u2019s Esteem stage into two \u2013 Esteem from others and Self-esteem.<\/p>\n\n\n\n
At the stage of Esteem from others, one is looking \u201cexternal\u201d recognition and prestige as motivators. At the stage of Self-esteem, external motivators tend to become less important. More important is the need to make a difference and being empowered to do so enhancing self-esteem. This self-esteem stage is where coaching makes the biggest impact for personal growth.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
Source: Coaching for Performance by John Whitmore<\/i><\/p>\n\n\n\n
There are a few more \u201ccircles\u201d to cover which we will in Part II of the article.<\/p>\n\n\n\n
Till then...<\/p>\n","post_title":"Journey of a coach - theory & practice (Part I)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-i","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:34","post_modified_gmt":"2024-01-29 10:55:34","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1521,"post_author":"26","post_date":"2014-10-30 10:57:02","post_date_gmt":"2014-10-30 05:27:02","post_content":"\n
$\"Network_whenhow2\"$ <\/a><\/figure>\n\n\n\n
One is never without a network and if you are reading this - it may be more to know how to grow it and\/or to overcome obstacles, often due to one's level comfort with so called \"networking\".<\/p>\n\n\n\n
If you look at how you:<\/p>\n\n\n\n
\n
got the opportunity to work in your current position<\/li>\n\n\n\n
got into your college\/school<\/li>\n\n\n\n
got your house on rent or bought your apartment<\/li>\n<\/ul>\n\n\n\n
you will see that a network - formal, informal or virtual (internet based) was at play.<\/p>\n\n\n\n
I will focus on growing your professional network and a few simple steps for it and not delve into specifics of social media, as all of you would be familiar with it.<\/p>\n\n\n\n
First, start with your existing network - which will be your current and past colleagues, your college and school alumni, friends and family. See that you stay in touch with them, by meeting them up or electronically, if you are not in touch start right away. Sending greetings for important occasions, festivals and events is a good way to start. Make it a point to call a few of them over the commute\/ weekends and work on the complete list slowly and steadily, start at top the list again once you complete it.<\/p>\n\n\n\n
What if you need to ask for a reference or a favor from a person with whom you are not in regular touch. The best way to is to be honest, there is no point in coming up with a phony reason to get in touch with them and ask for what you want. Your honesty will be appreciated, after that do thank them and make an effort to stay in touch with them. See that your nurture this set of contacts where you have already made a start.<\/p>\n\n\n\n
Once, when I was looking out for a job using my network, I made it a point to call and thank all those who forwarded my resume to their contacts and I sent a book as a gift to thank all those contacts whose help took me to the interview stage. I did it without any motive and what amazed me was the warmth from these contacts in all my future interactions.<\/p>\n\n\n\n
Second area to focus on are the professional events - there will be events where your technical or managerial domain will be the focus. You may be sponsored\/encouraged by your organizations to attend them, do not let is pass citing an excuse of being busy. Do make time to attend a few of them. If you find that you do not have this opportunity then see that you find such events and enroll yourself.<\/p>\n\n\n\n
In my experience these events certainly help you make a few contacts, you will always find a few persons whom you will find interesting and knowledgeable and connect effortlessly. The key is to nurture this - see that you follow-up with a mail and\/or a call.<\/p>\n\n\n\n
If you are the type who feels inhibited to make an opening, then do not worry. I was advised by one of my mentors to just listen and not worry about talking and enjoy being there. If you listen and observe intently you will find yourself talking soon. Your focus on the interactions and not on your perceived ability, does the trick. Try it a couple of times and see for yourself.<\/p>\n\n\n\n
Lastly, for anything to succeed one has to have the desire, then comes the effort and discipline for achieving it. A small progress or a step with positive result, is the best encouragement for you to strive towards your goals. Do ponder on your actions and results to stay focused on continuing to do this.<\/p>\n\n\n\n
One related question I hear from many of my coachees is \"visibility\" within the organization. More on that in a later post.<\/p>\n","post_title":"Networking - when and how to begin?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"networking-when-and-how-to-begin","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:58","post_modified_gmt":"2024-01-29 14:50:58","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1521","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1517,"post_author":"30","post_date":"2014-10-29 09:30:26","post_date_gmt":"2014-10-29 04:00:26","post_content":"\n
$\"sell-it\"$ <\/a><\/figure>\n\n\n\n
As a child, I used to come up with various ideas for almost anything, and ask for Rs. 1000\/- per idea. Being a child, nobody would want to pay money, that too a thousand Rupees \u2013 but, I would get something else as an appreciation for my efforts. A toffee, a cone ice cream etc.<\/p>\n\n\n\n
Further on, when I used to be active in small groups, selling was more of ideas and to get the team to converge on something, that the group can take as an action.<\/p>\n\n\n\n
As a team leader, I needed to sell the vision of the project to the team, to get everybody\u2019s buy in.<\/p>\n\n\n\n
More recently, I have been in contact with many aspiring and active entrepreneurs. Selling is something that they do with every breath.<\/p>\n\n\n\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

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\n
Here is a typical scenario:<\/p>\n\n\n\n
Mohan is working on a task TKS-210 and has had a bit of a struggle with it. His update in the daily scrum is:<\/p>\n\n\n\n
I was working on TKSK-210, will continue, no impediments. (Sigh.)<\/p>\n\n\n\n
This is accepted, i.e., no one asks any questions, maybe the team members understand the status.<\/p>\n\n\n\n
The next day update too is similar. Now it is likely that couple more team members shift to this style of update. There is an innate, unconscious tendency in humans to mimic, imitate or follow other people, which surfaces time to time. Very soon all updates become similar.<\/p>\n\n\n\n
The ideal update would include some information on -
How much work is done?
When the work is expected to complete?
If completing soon, the team member will certainly state what task he is planning to pick up next.<\/p>\n\n\n\n
Is it quite possible that the thinking on \u201cwhat next\u201d will not happen in the minds, and that is not good. There is a possibility that \u201cI will continue...\u201d kind of update will result in the person continue on task and not take up another, even if it were possible, as words said aloud influence thoughts\/thinking.<\/p>\n\n\n\n
So the Scrum Master and the team has to be alert to how the updates are provided. They can always ask questions to elicit relevant information.<\/p>\n\n\n\n
One practice that will help - is the updating of remaining hours on the task. This if done regularly, will surface in the Daily Scrum and result in update being more specific. If the remaining hours on a task is a fraction of the day, it prompts the team member to the \u201cwhat next\u201d thinking, and share the same.<\/p>\n\n\n\n
Do you have any similar experiences? Would like to hear them as well as your views.<\/p>\n","post_title":"Keeping Daily Scrum focused...","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"keeping-daily-scrum-focused","to_ping":"","pinged":"","post_modified":"2024-01-29 14:49:32","post_modified_gmt":"2024-01-29 14:49:32","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3510","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3343,"post_author":"26","post_date":"2015-05-15 09:38:10","post_date_gmt":"2015-05-15 04:08:10","post_content":"\n
As a coach, a recurring situation one faces, towards the end of the first sprint after the coaching has started, is the push and shove to the retrospective. After seemingly making the team understand that two key aspect of Agile Scrum are to surface the problems at the earliest<\/strong> and avoiding any kind of waste<\/strong>. I naively expected that the team will be eager to do the retrospective, but wiser now.<\/p>\n\n\n\n
$\"lookingback\"$ <\/figure>\n\n\n\n
<\/p>\n\n\n\n
The team will be scrambling to wrap up the work and close all stories to meet the sprint commitment made, the sprint will be kept open till the the very end and at times a few hours into the next sprint. The Sprint Planning for next sprint has to start, the Sprint Review needs to happen for stories to be closed, where is the time for retrospective? Can it be done next time?<\/p>\n\n\n\n
At times they combine Retrospective and Sprint Planning, which results in speeding through the retrospective and getting quickly into the planning. Add to this the different locations and time zones of the PO and Scrum Team. The retrospective at times is scheduled after Sprint Planning, which is anyway better than not having it at all.<\/p>\n\n\n\n
So here is how it goes, the three questions are asked, inputs collated and a mail sent to all stakeholders and the collated inputs made available in a common area. Very less focus on listening to each other and trying to resolve issues.<\/p>\n\n\n\n
The way I deal with this is that I share with the Scrum Master and team on how an ideal Retrospective should proceed and leave it to them to get close to it:
- Use post-its to capture what went well, stick on board, have one of team read all of it. Clarify any point that is not clear,
- Same for what did not go well,
- Same for what they would start to do,
- At this juncture prioritize the start to do\/action items and brainstorm, starting from top till the time runs out.<\/p>\n\n\n\n
This has worked well, teams typically identify one to three items and come up with reasonable details for implementing them. If required I remind them of these mid sprint, some steps are taken and progress made, this helps in them getting into the habit of doing retrospectives regularly.<\/p>\n\n\n\n
One more point to note is that a problem that seems \u201ca way of life\u201d, at end of first sprint may get some solutions, in the subsequent sprint. My reading of this is that the problem when noted first is annoying and frustrating, team is mentally tired to work on it. But when the same problem surfaces again, they are able to come up with a solution, as the frustration is vented in past.<\/p>\n\n\n\n
Let me share one example. This is to do with a scarce DBA resource causing stories to be re-opened due to delayed inputs\/review. At the end of first sprint they made note of this issue and came out strongly on \u201cthis how it is going to be\u201d, \u201cwe have escalated enough already in past\u201d. The issue surfaced again in next sprint, as it was discussed before, the emotions were in check. One of team suggested that we use the grooming pattern, i.e., plan\/do in advance. They figured out a way to deal with it.<\/p>\n\n\n\n
Another oft repeating issue is the frustration of not being able to close a story, because just the show and tell (demo) could not happen, or a build and test in correct environment was not completed due to big queue in CM. The team argues for closing the story, they feel that they are loosing story points for no fault of theirs. Here as a coach, one has to reinforce the concept of \u201cDone\u201d and revisit the concept of \u201cVelocity\u201d.<\/p>\n","post_title":"Initial coaching interventions for Retrospectives","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"initial-coaching-interventions-for-retrospectives","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:04","post_modified_gmt":"2024-01-29 14:50:04","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3343","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3339,"post_author":"26","post_date":"2015-04-11 09:33:55","post_date_gmt":"2015-04-11 04:03:55","post_content":"\n
Teams new to Scrum have a product backlog. The backlog will be groomed to some degree, typically have clarity for up to one to two sprints. The priority will be clear, with fair amount of detail on the requirements. The estimates may be present, it could be story points or a masked form of an effort estimate.<\/p>\n\n\n\n
The Product Owner (PO), who is not co-located in most of the teams will participate in Sprint Planning and along with the Scrum Master and team pick a set of stories to be done in the Sprint. After this the team jumps into doing the work. Detailed Sprint Planning is given a miss as PO will not be available for the entire duration and the team reluctant to do task based estimate for variety of reasons, if they do it is done by a few senior members of the team.<\/p>\n\n\n\n
This is where the first intervention from coach is needed, coax them to do detailed planning i.e., break down the stories into tasks and corresponding effort estimates. Insist that the entire team be involved and ensure that they balance the work they are taking up with the capacity the team has. Here is where they get to see one of the characteristics of Scrum \u2013 uncovering the problems at the earliest, and as a coach one should ensure that they become aware of it.<\/p>\n\n\n\n
$\"Sprint_Plan_1\"$ <\/figure>\n\n\n\n
Few things they discover:
- there may not be enough Analysis\/Dev\/DBA\/QA capacity in the team
- some of the team may not be fully utilized
- as they break down stories to tasks they realize that some stories cannot be completed, due to external dependencies, that is unlikely to be fulfilled.
- they may require more information from the PO.
- lastly the entire team gains an understanding what is planned to be accomplished.<\/p>\n\n\n\n
And it is interesting to see how they work around this:
- make use of team members not fully utilized to accomplish some of the tasks.
- the above at times involves redistributing the work, so that team members volunteering outside their domain, can take up relatively simpler tasks.
- go back to PO\/stakeholders and try to get the dependencies resolved or pick another story, this one requires a push from coach.
- get clarity on requirements from PO, this has to happen the next day.
- re-adjust the sprint backlog taking the above into account.<\/p>\n\n\n\n
$\"Sprint_Plan_2\"$ <\/figure>\n\n\n\n
At times guidelines are adhered to, planning sessions is time-boxed, they assume that all planning needs to happen in one sitting. Here is where, as a coach, one has to make them see the \"why\" behind a particular step, \"what\" outcome is desired? The outcome of having a proper Sprint Plan is more important than accomplishing it a single time-boxed session.<\/p>\n\n\n\n
As they complete this they realize that in past sprints, they grappled with these issues, towards the end of the sprint. Now they have ample time to cope with it \u2013 the benefit of Scrum uncovering problems earlier is leveraged.<\/p>\n\n\n\n
There is reluctance to do task effort estimates. In the traditional planning task estimates are done for entire project even with some requirements not being clear. This would have resulted in lot of waste, this coupled with notion that agile means no planning is the major cause of the reluctance. As a coach, one needs to highlight that there is better clarity on requirements and it is being done for just a sprint, so there is no waste. The reluctance is also due to lack of understanding of the difference between story point, size and effort estimates, this needs to be addressed.<\/p>\n\n\n\n
At this juncture the team is ready to make and take on the commitment with higher confidence. You can see the related blog on retrospectives.<\/p>\n","post_title":"Initial coaching interventions for Sprint Planning","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"initial-coaching-interventions-for-sprint-planning","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:24","post_modified_gmt":"2024-01-29 14:50:24","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3339","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1519,"post_author":"33","post_date":"2014-11-09 12:15:54","post_date_gmt":"2014-11-09 06:45:54","post_content":"\n
$\"\"\/$ <\/figure>\n\n\n\n
  <\/p>\n\n\n\n
Leaders have only two jobs:<\/p>\n\n\n\n
1) Getting work done<\/p>\n\n\n\n
2) Growing the people<\/p>\n\n\n\n
Coaching as a leadership\/management style achieves both.<\/p>\n\n\n\n
With Command & Control approach, managers may get the work done in the short term, by force. But that might have negative impacts on the team in terms of :<\/p>\n\n\n\n
- Lack of ownership<\/p>\n\n\n\n
- Low motivation<\/p>\n\n\n\n
- Poor quality output<\/p>\n\n\n\n
- Low productivity<\/p>\n\n\n\n
- Missed schedules etc.<\/p>\n\n\n\n
Command & Control might also impact development of team members negatively. Teams might wait for manager to give instruction. They might hesitate to take initiative as it might get overruled by the manager. They might stop thinking new & innovative ideas as the manager will always tell them what to do.<\/p>\n\n\n\n
On the other hand, with Coaching as the leadership style, managers will empower the team members to come out with new ideas, solutions and encourage them to implement them. They will help the team members to discover their strengths by asking questions & challenging them. This builds motivation and ownership in the team members.<\/p>\n\n\n\n
Having said that, there are situations where Managers need to use command & control approaches. For example, in a fire fighting situation where extremely quick response in needed. There will be a need for different approaches for different team members \u2013 someone may need more directive input & constant oversight and someone may need a lot of freedom.<\/p>\n\n\n\n
A good leader is one who has high self awareness, self-regulation, self-motivation and empathy through which he\/she can sense and respond differently, in a conscious way, to different situations & different people.<\/p>\n\n\n\n
However, to be a good Leader, coaching way of management style should be the most natural approach and command & control should be the exception.<\/p>\n","post_title":"Coaching vs Command & Control style of Management","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"coaching-vs-command-control-style-of-management","to_ping":"","pinged":"","post_modified":"2024-01-29 15:34:20","post_modified_gmt":"2024-01-29 15:34:20","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1519","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1456,"post_author":"31","post_date":"2014-11-09 12:15:37","post_date_gmt":"2014-11-09 06:45:37","post_content":"\n
In an earlier article \u201cJourney of a coach \u2013 theory & practice (Part I)<\/a>, we introduced the \u201ccircles of influence\u201d which form the context (see diagram below) for coaching process.<\/p>\n\n\n\n
$\"image\"$ <\/a> The circles in the diagram above have a significant bearing on coaching effectiveness and need to be addressed by the coach using the theory of coaching (such as Whitmore\u2019s book on \u201cCoaching for Performance\u201d). In the case of some circles, the theory may \u201cend\u201d at some point and the coach will have \u201cinterpret\u201d and \u201cextend\u201d it for the specific coachee situation at hand.<\/p>\n\n\n\n
We covered the following in Part I of this article:<\/p>\n\n\n\n
\u00b7 Circle #1: Are all situations \u201ccoaching situations\u201d?<\/p>\n\n\n\n
\u00b7 Circle #2: Are people always receptive to coaching?<\/p>\n\n\n\n
In this Part II, we will cover the two remaining circles.<\/p>\n\n\n\n
Circle #3: Are coaches sometimes helpless?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
Circle #3 above regarding \u201cbeliefs, perceptions and personal circumstances\u201d can actually be quite a hard shell hindering coaching progress. But it is often an invisible hard shell because people will share only so much of their innermost beliefs and personal circumstances even though they are impacting their work performance. Coaches make chance discoveries of this shell in the Reality check part (that is, the current state of affairs that needs to improve to meet the Goal) of the Goal-Reality-Options-Will (GROW) model of Whitmore. Here are examples:<\/p>\n\n\n\n
\u00b7 A coachee once candidly admitted that he was himself the reason for his declining performance at work. The reason was that his family was going through his sister\u2019s painful divorce in the US and her life coming back to India. He just could not go about work as usual<\/p>\n\n\n\n
\u00b7 A second coachee had a lot of issues with his manager. He felt that the manager\u2019s lack of domain knowledge resulted in his not realizing & recognizing the value of the coachee\u2019s work. In addition, the coachee seemed to indicate that lack of recognition of his work had to do with his belonging to a minority religious community in India<\/p>\n\n\n\n
\u00b7 Yet another coachee told my colleague (also a Performance Coach) that her problems arose because her boss was an inveterate woman-hater<\/p>\n\n\n\n
These are situations of tight-rope walking for a performance coach! In situations of personal crisis, the coach may only help by sympathetic and patient listening. This may help the coachee more than one would think \u2013 just getting the problem \u201coff his chest\u201d often helps and relieves stress. Being less stressed, he may be able to come to grips with his personal predicament and deal with it better. However, coachee\u2019s entrenched beliefs on, say, religion and gender can be very challenging for the coach to deal with. Some deep-rooted beliefs may indicate pathology needing help from a trained therapist \u2013 far beyond the scope of performance coaching and the ability of the coach.<\/p>\n\n\n\n
Circle #4: Is the coachee\u2019s work environment conducive?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The last circle of influence is the coachee\u2019s work. Sometimes, people have told me that they are \u201cstuck\u201d in positions \u2013 say, \u201croutine\u201d software bug fixing and maintenance where there is really no scope for \u201clearning, enjoyment and fulfillment\u201d (you may like to read My Team is not motivated!!!<\/a> by my colleague Prasanna Moses on this). Most of us would agree that there is far less drudgery at work in today\u2019s knowledge-centric world than even just 30 years ago. We would also agree that there is no such thing as 100% \u201csexy\u201d work (unless of course, you are doing breakthrough work of your calling \u2013 say, in quantum computing). So, when coachees complain about their current work\/role and the lack of sexiness thereof, I ask them questions about what makes it boring, what they can do about it and so on \u2013 hopefully making them better aware of interesting possibilities in what they were doing. In some cases, people have hinted to me that they are considering quitting their \u201cboring\u201d job and looking for a reaction. Under such circumstances, to be fair to the coachee and to the coachee\u2019s employer (who is paying my fees!), I would say the best option is to ask the coachee questions exploring his rationale for leaving (without being judgmental on whether it is right or wrong) \u2013 like what does he think leaving the job will achieve, how will it get him closer to his goals, how is he sure that the same problems would not repeat themselves in the new organization and so on. The ultimate decision should be the coachee\u2019s based on introspection triggered by your questions. He may still choose to quit \u2013 but that is another matter! As far as you are concerned as a coach, you have played it fair & square. It is not unthinkable that you as the coach may actually agree with his rationale for seeking another job!<\/p>\n\n\n\n
A related aspect is also the organizational environment in which the coachee works \u2013 over & above his immediate work\/role discussed above. In sports coaching, the strong individual motivation is a given and the coachee has a great deal of control over what he can and cannot do to enhance his performance. The circumstances for software project managers are different. Their GROW model is in the context of an organization with its culture, policies, processes and so on. As a coach, I have encountered some real challenges here \u2013 the Project Manager may be aspiring to do something of value in his project but his line management and work environment may not be supportive. Some organizational policies can be insensitive to people and even draconian. In one software development organization, if project team members logged in less than 40 hours per week of approved work, there would be automatic cuts in their pay while the significant additional work needed at other times went scarcely noticed! How can one be expected to learn and enjoy their work in such an environment? In such cases, we do bring it up with the line management for addressing them and offer our help as well. To be honest, it worked sometimes and it did not in as many cases.<\/p>\n\n\n\n
In summary, as a practicing coach, you are bound to run into situations like the ones above which make you stop and ponder as to what extent theory can lead practice! You may need to introspect and think of newer ways of extending \u201ctheory\u201d or just use good old common sense and move on! At PM Power, we have the coaches\u2019 conclave where these situations are discussed to see how best to help the coachee considering all the circles of influence. It has significantly helped our coaches in specific situations and in honing their coaching skills in general.<\/p>\n\n\n\n
We invite you to share your coaching experiences (as a coach or a coachee) and we would be happy to share our perspectives which may be of help. You may reach us at info@pm-powerconsulting.com.<\/p>\n","post_title":"Journey of a coach - theory & practice (Part II)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-ii","to_ping":"","pinged":"","post_modified":"2024-01-29 10:54:32","post_modified_gmt":"2024-01-29 10:54:32","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1456","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1514,"post_author":"31","post_date":"2014-11-02 12:24:22","post_date_gmt":"2014-11-02 06:54:22","post_content":"\n
A speaker finishes a great speech \u2013 at least, HE thinks it is great! He then asks, \u201cAny questions?\u201d What does he expect? If I were him, I would expect the audience to demonstrate a level of understanding of what the speech was all about and ask meaningful questions - clarifying the ground covered and even extending from there.<\/p>\n\n\n\n
These are situations where one actually wants to be questioned to get a sense a satisfaction that the effort (the speech, in this case) has been worthwhile. But there are other situations where being questioned has a very negative connotation. It implies questioning the ability of the person being questioned or the work that he has done.<\/p>\n\n\n\n
The important thing is that the intent of questioning should be to seek understanding rather than putting down someone. Hence, even the tone of questioning is very important. Consider the difference between, \u201cWhy did you do THAT?\u201d and \u201cWhat are your reasons for doing THAT?\u201d<\/p>\n\n\n\n
The tone of the former question is judgmental while the same question asked differently demonstrates an openness and a neutral tone. The tone is important because it can either put people off & make them defensive or it can make them relaxed and explain their rationale for an idea or a course of action.<\/p>\n\n\n\n
From the above, it follows that there is a big difference between \u201cquestioning\u201d and \u201casking questions\u201d.<\/p>\n\n\n\n
$\"image\"$ <\/figure>\n\n\n\n
In the work context, a manager who adopts an approach of \u201casking questions\u201d enables an environment where his reportees apply their mind to the situation at hand and exercise their best judgment on the right course of action.<\/p>\n\n\n\n
The manager can use questions to expand the reportee\u2019s thinking and make him aware of aspects he may not have thought of (instead of just instructing him what to do).<\/p>\n\n\n\n
Hence asking questions contributes to the reportee\u2019s overall development and ability to deal with situations with minimal oversight. Equally important, it enables greater responsibility on the part of the reportee so that the implementation aspects of his suggestions are fully owned by him.<\/p>\n\n\n\n
Through this, the manager\u2019s time is also freed up from routine oversight functions to take up important but not urgent tasks.<\/p>\n\n\n\n
In a highly dynamic world, the approach of \u201casking questions\u201d is not just \u201ca nice to have\u201d but an imperative to empower people and ensure that the organization as a whole responds fast to changes in the environment.<\/p>\n\n\n\n
\u201cAsking questions\u201d is an essential part of the tool set of a coach who may be the line manager himself. You consciously adopt the approach for improving the \u201cawareness\u201d of the coachee and therefore, open his mind to his perceptions & other possibilities and take \u201cresponsibility\u201d for the options for actions that he chooses.<\/p>\n\n\n\n
Finally, adopting the approach of \u201casking questions\u201d needs a complementing skill which is ACTIVE listening. A coach cannot sustain a session of asking questions without actually listening well, understanding and re-phrasing of what the coachee says.<\/p>\n\n\n\n
As with most things in life, practice makes perfect \u2013 it takes time and experience to hone the approach of asking questions and the skill of active listening. But they can indeed be developed for individual and organizational benefit. The time to start is NOW!<\/p>\n","post_title":"Questioning and Asking Questions - what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"questioning-and-asking-questions-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:02","post_modified_gmt":"2024-01-29 10:55:02","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1514","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1448,"post_author":"31","post_date":"2014-11-02 06:59:09","post_date_gmt":"2014-11-02 01:29:09","post_content":"\n
This article is part of the series on \u201cJourney of a coach\u201d covering my experiences as a performance coach. You may have the read an earlier article in the series on \u201cJourney of a coach \u2013 the beginning\u201d<\/a>. The journey continues here...<\/p>\n\n\n\n
Yogi Berra, New York Yankees baseball player (arguably the best catcher of all time) said, \u201cIn theory, there is no difference between theory & practice. But in practice, there is!\u201d So, this article is about the theory & practice of coaching for performance \u2013 not baseball players but people managing software projects.<\/p>\n\n\n\n
In my context, the \u201ctheory\u201d was mostly \u201cCoaching for Performance\u201d by John Whitmore (by the way, there is another article of mine on Whitmore<\/a> if you are interested). The \u201cpractice\u201d was, of course, my actual experiences over the years.<\/p>\n\n\n\n
A caveat \u2013 I am not here to debunk theory and hail practice - as a cardiac surgeon might! I have a great deal of respect for Whitmore\u2019s book on Coaching for Performance. The book provided a solid reference and a practical guide for my work as a coach all these years.<\/p>\n\n\n\n
However, I do have my own \u201cinterpretations\u201d and \u201cextensions\u201d of the theory in actual practice which I wish to share. I will use the diagram below which shows the context for coaching.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
You can see the \u201ccircles of influence\u201d around the coachee which would have a bearing on coaching and its effectiveness. We will cover each of these circles with examples. Note that the coach\u2019s experience, beliefs and perceptions are also significant in the context in addition to his skills for coaching.<\/p>\n\n\n\n
Circle #1: Are all situations \u201ccoaching situations\u201d?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The first circle of influence is the coaching situation faced by the coachee at work. For example, it could be that he is recently promoted and finds gaining acceptance in his team a challenge.<\/p>\n\n\n\n
The question is whether all such work situations are amenable for coaching - whether you are the manager of the coachee or an external coach. If you follow the \u201ctheory\u201d (that is Whitmore), a coaching style can become the default management style of the entire organization for all occasions.<\/p>\n\n\n\n
In other words, all manager-reportee interactions can naturally follow the coaching style \u2013 the manager following the sequence of helping his reportee to identify the goal he is seeking to achieve, assess the current state of affairs, consider the available options to achieve the goal and making the commitment-making to make it happen.<\/p>\n\n\n\n
That is all very well, but what if you are a commando fighting a guerrilla war in a jungle and see a metal tube from the foliage pointing at you. Your commander (\u201cmanager\u201d) is not going to coach you through the situation, is he?<\/p>\n\n\n\n
There are also other equivalent (but less extreme) situations at work when time is of essence and all that the coachee needs is information or simple direction (like for example, how to balance staff loading in a project schedule).<\/p>\n\n\n\n
So, my interpretation of theory is that there is better pay-off of coaching in some situations than others. However, there are many, many work situations wherein the quality of work<\/b> or results<\/b> is very important, the learning<\/b> for the coachee very important and it is not an emergency<\/b>. Coaching is very relevant in those cases.<\/p>\n\n\n\n
Circle #2: Are people always receptive to coaching?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The next circle of influence is relating to how receptive people are to coaching even if their work situation was amenable for it.<\/p>\n\n\n\n
Are they motivated enough to become more aware<\/b> and take responsibility<\/b> by themselves and not just because their employer has enrolled them in a training & coaching program?<\/p>\n\n\n\n
Maslow\u2019s theory is that motivation is linked to the stage an individual is at in a hierarchy of needs (see diagram below from Whitmore\u2019s Coaching for Performance). Note that Whitmore has split Maslow\u2019s Esteem stage into two \u2013 Esteem from others and Self-esteem.<\/p>\n\n\n\n
At the stage of Esteem from others, one is looking \u201cexternal\u201d recognition and prestige as motivators. At the stage of Self-esteem, external motivators tend to become less important. More important is the need to make a difference and being empowered to do so enhancing self-esteem. This self-esteem stage is where coaching makes the biggest impact for personal growth.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
Source: Coaching for Performance by John Whitmore<\/i><\/p>\n\n\n\n
There are a few more \u201ccircles\u201d to cover which we will in Part II of the article.<\/p>\n\n\n\n
Till then...<\/p>\n","post_title":"Journey of a coach - theory & practice (Part I)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-i","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:34","post_modified_gmt":"2024-01-29 10:55:34","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1521,"post_author":"26","post_date":"2014-10-30 10:57:02","post_date_gmt":"2014-10-30 05:27:02","post_content":"\n
$\"Network_whenhow2\"$ <\/a><\/figure>\n\n\n\n
One is never without a network and if you are reading this - it may be more to know how to grow it and\/or to overcome obstacles, often due to one's level comfort with so called \"networking\".<\/p>\n\n\n\n
If you look at how you:<\/p>\n\n\n\n
\n
got the opportunity to work in your current position<\/li>\n\n\n\n
got into your college\/school<\/li>\n\n\n\n
got your house on rent or bought your apartment<\/li>\n<\/ul>\n\n\n\n
you will see that a network - formal, informal or virtual (internet based) was at play.<\/p>\n\n\n\n
I will focus on growing your professional network and a few simple steps for it and not delve into specifics of social media, as all of you would be familiar with it.<\/p>\n\n\n\n
First, start with your existing network - which will be your current and past colleagues, your college and school alumni, friends and family. See that you stay in touch with them, by meeting them up or electronically, if you are not in touch start right away. Sending greetings for important occasions, festivals and events is a good way to start. Make it a point to call a few of them over the commute\/ weekends and work on the complete list slowly and steadily, start at top the list again once you complete it.<\/p>\n\n\n\n
What if you need to ask for a reference or a favor from a person with whom you are not in regular touch. The best way to is to be honest, there is no point in coming up with a phony reason to get in touch with them and ask for what you want. Your honesty will be appreciated, after that do thank them and make an effort to stay in touch with them. See that your nurture this set of contacts where you have already made a start.<\/p>\n\n\n\n
Once, when I was looking out for a job using my network, I made it a point to call and thank all those who forwarded my resume to their contacts and I sent a book as a gift to thank all those contacts whose help took me to the interview stage. I did it without any motive and what amazed me was the warmth from these contacts in all my future interactions.<\/p>\n\n\n\n
Second area to focus on are the professional events - there will be events where your technical or managerial domain will be the focus. You may be sponsored\/encouraged by your organizations to attend them, do not let is pass citing an excuse of being busy. Do make time to attend a few of them. If you find that you do not have this opportunity then see that you find such events and enroll yourself.<\/p>\n\n\n\n
In my experience these events certainly help you make a few contacts, you will always find a few persons whom you will find interesting and knowledgeable and connect effortlessly. The key is to nurture this - see that you follow-up with a mail and\/or a call.<\/p>\n\n\n\n
If you are the type who feels inhibited to make an opening, then do not worry. I was advised by one of my mentors to just listen and not worry about talking and enjoy being there. If you listen and observe intently you will find yourself talking soon. Your focus on the interactions and not on your perceived ability, does the trick. Try it a couple of times and see for yourself.<\/p>\n\n\n\n
Lastly, for anything to succeed one has to have the desire, then comes the effort and discipline for achieving it. A small progress or a step with positive result, is the best encouragement for you to strive towards your goals. Do ponder on your actions and results to stay focused on continuing to do this.<\/p>\n\n\n\n
One related question I hear from many of my coachees is \"visibility\" within the organization. More on that in a later post.<\/p>\n","post_title":"Networking - when and how to begin?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"networking-when-and-how-to-begin","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:58","post_modified_gmt":"2024-01-29 14:50:58","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1521","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1517,"post_author":"30","post_date":"2014-10-29 09:30:26","post_date_gmt":"2014-10-29 04:00:26","post_content":"\n
$\"sell-it\"$ <\/a><\/figure>\n\n\n\n
As a child, I used to come up with various ideas for almost anything, and ask for Rs. 1000\/- per idea. Being a child, nobody would want to pay money, that too a thousand Rupees \u2013 but, I would get something else as an appreciation for my efforts. A toffee, a cone ice cream etc.<\/p>\n\n\n\n
Further on, when I used to be active in small groups, selling was more of ideas and to get the team to converge on something, that the group can take as an action.<\/p>\n\n\n\n
As a team leader, I needed to sell the vision of the project to the team, to get everybody\u2019s buy in.<\/p>\n\n\n\n
More recently, I have been in contact with many aspiring and active entrepreneurs. Selling is something that they do with every breath.<\/p>\n\n\n\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 10 of 12 Previous 1 … 9 10 11 12 Next

\n
Now why am I quoting this here? Because something similar happens. The updates go towards cryptic or verbose as one person goes in that direction and that is not observed\/ corrected. The Scrum Master has a key role in ensuring that the scrum process is followed, he has to be alert to this.<\/p>\n\n\n\n
Here is a typical scenario:<\/p>\n\n\n\n
Mohan is working on a task TKS-210 and has had a bit of a struggle with it. His update in the daily scrum is:<\/p>\n\n\n\n
I was working on TKSK-210, will continue, no impediments. (Sigh.)<\/p>\n\n\n\n
This is accepted, i.e., no one asks any questions, maybe the team members understand the status.<\/p>\n\n\n\n
The next day update too is similar. Now it is likely that couple more team members shift to this style of update. There is an innate, unconscious tendency in humans to mimic, imitate or follow other people, which surfaces time to time. Very soon all updates become similar.<\/p>\n\n\n\n
The ideal update would include some information on -
How much work is done?
When the work is expected to complete?
If completing soon, the team member will certainly state what task he is planning to pick up next.<\/p>\n\n\n\n
Is it quite possible that the thinking on \u201cwhat next\u201d will not happen in the minds, and that is not good. There is a possibility that \u201cI will continue...\u201d kind of update will result in the person continue on task and not take up another, even if it were possible, as words said aloud influence thoughts\/thinking.<\/p>\n\n\n\n
So the Scrum Master and the team has to be alert to how the updates are provided. They can always ask questions to elicit relevant information.<\/p>\n\n\n\n
One practice that will help - is the updating of remaining hours on the task. This if done regularly, will surface in the Daily Scrum and result in update being more specific. If the remaining hours on a task is a fraction of the day, it prompts the team member to the \u201cwhat next\u201d thinking, and share the same.<\/p>\n\n\n\n
Do you have any similar experiences? Would like to hear them as well as your views.<\/p>\n","post_title":"Keeping Daily Scrum focused...","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"keeping-daily-scrum-focused","to_ping":"","pinged":"","post_modified":"2024-01-29 14:49:32","post_modified_gmt":"2024-01-29 14:49:32","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3510","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3343,"post_author":"26","post_date":"2015-05-15 09:38:10","post_date_gmt":"2015-05-15 04:08:10","post_content":"\n
As a coach, a recurring situation one faces, towards the end of the first sprint after the coaching has started, is the push and shove to the retrospective. After seemingly making the team understand that two key aspect of Agile Scrum are to surface the problems at the earliest<\/strong> and avoiding any kind of waste<\/strong>. I naively expected that the team will be eager to do the retrospective, but wiser now.<\/p>\n\n\n\n
$\"lookingback\"$ <\/figure>\n\n\n\n
<\/p>\n\n\n\n
The team will be scrambling to wrap up the work and close all stories to meet the sprint commitment made, the sprint will be kept open till the the very end and at times a few hours into the next sprint. The Sprint Planning for next sprint has to start, the Sprint Review needs to happen for stories to be closed, where is the time for retrospective? Can it be done next time?<\/p>\n\n\n\n
At times they combine Retrospective and Sprint Planning, which results in speeding through the retrospective and getting quickly into the planning. Add to this the different locations and time zones of the PO and Scrum Team. The retrospective at times is scheduled after Sprint Planning, which is anyway better than not having it at all.<\/p>\n\n\n\n
So here is how it goes, the three questions are asked, inputs collated and a mail sent to all stakeholders and the collated inputs made available in a common area. Very less focus on listening to each other and trying to resolve issues.<\/p>\n\n\n\n
The way I deal with this is that I share with the Scrum Master and team on how an ideal Retrospective should proceed and leave it to them to get close to it:
- Use post-its to capture what went well, stick on board, have one of team read all of it. Clarify any point that is not clear,
- Same for what did not go well,
- Same for what they would start to do,
- At this juncture prioritize the start to do\/action items and brainstorm, starting from top till the time runs out.<\/p>\n\n\n\n
This has worked well, teams typically identify one to three items and come up with reasonable details for implementing them. If required I remind them of these mid sprint, some steps are taken and progress made, this helps in them getting into the habit of doing retrospectives regularly.<\/p>\n\n\n\n
One more point to note is that a problem that seems \u201ca way of life\u201d, at end of first sprint may get some solutions, in the subsequent sprint. My reading of this is that the problem when noted first is annoying and frustrating, team is mentally tired to work on it. But when the same problem surfaces again, they are able to come up with a solution, as the frustration is vented in past.<\/p>\n\n\n\n
Let me share one example. This is to do with a scarce DBA resource causing stories to be re-opened due to delayed inputs\/review. At the end of first sprint they made note of this issue and came out strongly on \u201cthis how it is going to be\u201d, \u201cwe have escalated enough already in past\u201d. The issue surfaced again in next sprint, as it was discussed before, the emotions were in check. One of team suggested that we use the grooming pattern, i.e., plan\/do in advance. They figured out a way to deal with it.<\/p>\n\n\n\n
Another oft repeating issue is the frustration of not being able to close a story, because just the show and tell (demo) could not happen, or a build and test in correct environment was not completed due to big queue in CM. The team argues for closing the story, they feel that they are loosing story points for no fault of theirs. Here as a coach, one has to reinforce the concept of \u201cDone\u201d and revisit the concept of \u201cVelocity\u201d.<\/p>\n","post_title":"Initial coaching interventions for Retrospectives","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"initial-coaching-interventions-for-retrospectives","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:04","post_modified_gmt":"2024-01-29 14:50:04","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3343","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3339,"post_author":"26","post_date":"2015-04-11 09:33:55","post_date_gmt":"2015-04-11 04:03:55","post_content":"\n
Teams new to Scrum have a product backlog. The backlog will be groomed to some degree, typically have clarity for up to one to two sprints. The priority will be clear, with fair amount of detail on the requirements. The estimates may be present, it could be story points or a masked form of an effort estimate.<\/p>\n\n\n\n
The Product Owner (PO), who is not co-located in most of the teams will participate in Sprint Planning and along with the Scrum Master and team pick a set of stories to be done in the Sprint. After this the team jumps into doing the work. Detailed Sprint Planning is given a miss as PO will not be available for the entire duration and the team reluctant to do task based estimate for variety of reasons, if they do it is done by a few senior members of the team.<\/p>\n\n\n\n
This is where the first intervention from coach is needed, coax them to do detailed planning i.e., break down the stories into tasks and corresponding effort estimates. Insist that the entire team be involved and ensure that they balance the work they are taking up with the capacity the team has. Here is where they get to see one of the characteristics of Scrum \u2013 uncovering the problems at the earliest, and as a coach one should ensure that they become aware of it.<\/p>\n\n\n\n
$\"Sprint_Plan_1\"$ <\/figure>\n\n\n\n
Few things they discover:
- there may not be enough Analysis\/Dev\/DBA\/QA capacity in the team
- some of the team may not be fully utilized
- as they break down stories to tasks they realize that some stories cannot be completed, due to external dependencies, that is unlikely to be fulfilled.
- they may require more information from the PO.
- lastly the entire team gains an understanding what is planned to be accomplished.<\/p>\n\n\n\n
And it is interesting to see how they work around this:
- make use of team members not fully utilized to accomplish some of the tasks.
- the above at times involves redistributing the work, so that team members volunteering outside their domain, can take up relatively simpler tasks.
- go back to PO\/stakeholders and try to get the dependencies resolved or pick another story, this one requires a push from coach.
- get clarity on requirements from PO, this has to happen the next day.
- re-adjust the sprint backlog taking the above into account.<\/p>\n\n\n\n
$\"Sprint_Plan_2\"$ <\/figure>\n\n\n\n
At times guidelines are adhered to, planning sessions is time-boxed, they assume that all planning needs to happen in one sitting. Here is where, as a coach, one has to make them see the \"why\" behind a particular step, \"what\" outcome is desired? The outcome of having a proper Sprint Plan is more important than accomplishing it a single time-boxed session.<\/p>\n\n\n\n
As they complete this they realize that in past sprints, they grappled with these issues, towards the end of the sprint. Now they have ample time to cope with it \u2013 the benefit of Scrum uncovering problems earlier is leveraged.<\/p>\n\n\n\n
There is reluctance to do task effort estimates. In the traditional planning task estimates are done for entire project even with some requirements not being clear. This would have resulted in lot of waste, this coupled with notion that agile means no planning is the major cause of the reluctance. As a coach, one needs to highlight that there is better clarity on requirements and it is being done for just a sprint, so there is no waste. The reluctance is also due to lack of understanding of the difference between story point, size and effort estimates, this needs to be addressed.<\/p>\n\n\n\n
At this juncture the team is ready to make and take on the commitment with higher confidence. You can see the related blog on retrospectives.<\/p>\n","post_title":"Initial coaching interventions for Sprint Planning","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"initial-coaching-interventions-for-sprint-planning","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:24","post_modified_gmt":"2024-01-29 14:50:24","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3339","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1519,"post_author":"33","post_date":"2014-11-09 12:15:54","post_date_gmt":"2014-11-09 06:45:54","post_content":"\n
$\"\"\/$ <\/figure>\n\n\n\n
  <\/p>\n\n\n\n
Leaders have only two jobs:<\/p>\n\n\n\n
1) Getting work done<\/p>\n\n\n\n
2) Growing the people<\/p>\n\n\n\n
Coaching as a leadership\/management style achieves both.<\/p>\n\n\n\n
With Command & Control approach, managers may get the work done in the short term, by force. But that might have negative impacts on the team in terms of :<\/p>\n\n\n\n
- Lack of ownership<\/p>\n\n\n\n
- Low motivation<\/p>\n\n\n\n
- Poor quality output<\/p>\n\n\n\n
- Low productivity<\/p>\n\n\n\n
- Missed schedules etc.<\/p>\n\n\n\n
Command & Control might also impact development of team members negatively. Teams might wait for manager to give instruction. They might hesitate to take initiative as it might get overruled by the manager. They might stop thinking new & innovative ideas as the manager will always tell them what to do.<\/p>\n\n\n\n
On the other hand, with Coaching as the leadership style, managers will empower the team members to come out with new ideas, solutions and encourage them to implement them. They will help the team members to discover their strengths by asking questions & challenging them. This builds motivation and ownership in the team members.<\/p>\n\n\n\n
Having said that, there are situations where Managers need to use command & control approaches. For example, in a fire fighting situation where extremely quick response in needed. There will be a need for different approaches for different team members \u2013 someone may need more directive input & constant oversight and someone may need a lot of freedom.<\/p>\n\n\n\n
A good leader is one who has high self awareness, self-regulation, self-motivation and empathy through which he\/she can sense and respond differently, in a conscious way, to different situations & different people.<\/p>\n\n\n\n
However, to be a good Leader, coaching way of management style should be the most natural approach and command & control should be the exception.<\/p>\n","post_title":"Coaching vs Command & Control style of Management","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"coaching-vs-command-control-style-of-management","to_ping":"","pinged":"","post_modified":"2024-01-29 15:34:20","post_modified_gmt":"2024-01-29 15:34:20","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1519","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1456,"post_author":"31","post_date":"2014-11-09 12:15:37","post_date_gmt":"2014-11-09 06:45:37","post_content":"\n
In an earlier article \u201cJourney of a coach \u2013 theory & practice (Part I)<\/a>, we introduced the \u201ccircles of influence\u201d which form the context (see diagram below) for coaching process.<\/p>\n\n\n\n
$\"image\"$ <\/a> The circles in the diagram above have a significant bearing on coaching effectiveness and need to be addressed by the coach using the theory of coaching (such as Whitmore\u2019s book on \u201cCoaching for Performance\u201d). In the case of some circles, the theory may \u201cend\u201d at some point and the coach will have \u201cinterpret\u201d and \u201cextend\u201d it for the specific coachee situation at hand.<\/p>\n\n\n\n
We covered the following in Part I of this article:<\/p>\n\n\n\n
\u00b7 Circle #1: Are all situations \u201ccoaching situations\u201d?<\/p>\n\n\n\n
\u00b7 Circle #2: Are people always receptive to coaching?<\/p>\n\n\n\n
In this Part II, we will cover the two remaining circles.<\/p>\n\n\n\n
Circle #3: Are coaches sometimes helpless?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
Circle #3 above regarding \u201cbeliefs, perceptions and personal circumstances\u201d can actually be quite a hard shell hindering coaching progress. But it is often an invisible hard shell because people will share only so much of their innermost beliefs and personal circumstances even though they are impacting their work performance. Coaches make chance discoveries of this shell in the Reality check part (that is, the current state of affairs that needs to improve to meet the Goal) of the Goal-Reality-Options-Will (GROW) model of Whitmore. Here are examples:<\/p>\n\n\n\n
\u00b7 A coachee once candidly admitted that he was himself the reason for his declining performance at work. The reason was that his family was going through his sister\u2019s painful divorce in the US and her life coming back to India. He just could not go about work as usual<\/p>\n\n\n\n
\u00b7 A second coachee had a lot of issues with his manager. He felt that the manager\u2019s lack of domain knowledge resulted in his not realizing & recognizing the value of the coachee\u2019s work. In addition, the coachee seemed to indicate that lack of recognition of his work had to do with his belonging to a minority religious community in India<\/p>\n\n\n\n
\u00b7 Yet another coachee told my colleague (also a Performance Coach) that her problems arose because her boss was an inveterate woman-hater<\/p>\n\n\n\n
These are situations of tight-rope walking for a performance coach! In situations of personal crisis, the coach may only help by sympathetic and patient listening. This may help the coachee more than one would think \u2013 just getting the problem \u201coff his chest\u201d often helps and relieves stress. Being less stressed, he may be able to come to grips with his personal predicament and deal with it better. However, coachee\u2019s entrenched beliefs on, say, religion and gender can be very challenging for the coach to deal with. Some deep-rooted beliefs may indicate pathology needing help from a trained therapist \u2013 far beyond the scope of performance coaching and the ability of the coach.<\/p>\n\n\n\n
Circle #4: Is the coachee\u2019s work environment conducive?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The last circle of influence is the coachee\u2019s work. Sometimes, people have told me that they are \u201cstuck\u201d in positions \u2013 say, \u201croutine\u201d software bug fixing and maintenance where there is really no scope for \u201clearning, enjoyment and fulfillment\u201d (you may like to read My Team is not motivated!!!<\/a> by my colleague Prasanna Moses on this). Most of us would agree that there is far less drudgery at work in today\u2019s knowledge-centric world than even just 30 years ago. We would also agree that there is no such thing as 100% \u201csexy\u201d work (unless of course, you are doing breakthrough work of your calling \u2013 say, in quantum computing). So, when coachees complain about their current work\/role and the lack of sexiness thereof, I ask them questions about what makes it boring, what they can do about it and so on \u2013 hopefully making them better aware of interesting possibilities in what they were doing. In some cases, people have hinted to me that they are considering quitting their \u201cboring\u201d job and looking for a reaction. Under such circumstances, to be fair to the coachee and to the coachee\u2019s employer (who is paying my fees!), I would say the best option is to ask the coachee questions exploring his rationale for leaving (without being judgmental on whether it is right or wrong) \u2013 like what does he think leaving the job will achieve, how will it get him closer to his goals, how is he sure that the same problems would not repeat themselves in the new organization and so on. The ultimate decision should be the coachee\u2019s based on introspection triggered by your questions. He may still choose to quit \u2013 but that is another matter! As far as you are concerned as a coach, you have played it fair & square. It is not unthinkable that you as the coach may actually agree with his rationale for seeking another job!<\/p>\n\n\n\n
A related aspect is also the organizational environment in which the coachee works \u2013 over & above his immediate work\/role discussed above. In sports coaching, the strong individual motivation is a given and the coachee has a great deal of control over what he can and cannot do to enhance his performance. The circumstances for software project managers are different. Their GROW model is in the context of an organization with its culture, policies, processes and so on. As a coach, I have encountered some real challenges here \u2013 the Project Manager may be aspiring to do something of value in his project but his line management and work environment may not be supportive. Some organizational policies can be insensitive to people and even draconian. In one software development organization, if project team members logged in less than 40 hours per week of approved work, there would be automatic cuts in their pay while the significant additional work needed at other times went scarcely noticed! How can one be expected to learn and enjoy their work in such an environment? In such cases, we do bring it up with the line management for addressing them and offer our help as well. To be honest, it worked sometimes and it did not in as many cases.<\/p>\n\n\n\n
In summary, as a practicing coach, you are bound to run into situations like the ones above which make you stop and ponder as to what extent theory can lead practice! You may need to introspect and think of newer ways of extending \u201ctheory\u201d or just use good old common sense and move on! At PM Power, we have the coaches\u2019 conclave where these situations are discussed to see how best to help the coachee considering all the circles of influence. It has significantly helped our coaches in specific situations and in honing their coaching skills in general.<\/p>\n\n\n\n
We invite you to share your coaching experiences (as a coach or a coachee) and we would be happy to share our perspectives which may be of help. You may reach us at info@pm-powerconsulting.com.<\/p>\n","post_title":"Journey of a coach - theory & practice (Part II)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-ii","to_ping":"","pinged":"","post_modified":"2024-01-29 10:54:32","post_modified_gmt":"2024-01-29 10:54:32","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1456","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1514,"post_author":"31","post_date":"2014-11-02 12:24:22","post_date_gmt":"2014-11-02 06:54:22","post_content":"\n
A speaker finishes a great speech \u2013 at least, HE thinks it is great! He then asks, \u201cAny questions?\u201d What does he expect? If I were him, I would expect the audience to demonstrate a level of understanding of what the speech was all about and ask meaningful questions - clarifying the ground covered and even extending from there.<\/p>\n\n\n\n
These are situations where one actually wants to be questioned to get a sense a satisfaction that the effort (the speech, in this case) has been worthwhile. But there are other situations where being questioned has a very negative connotation. It implies questioning the ability of the person being questioned or the work that he has done.<\/p>\n\n\n\n
The important thing is that the intent of questioning should be to seek understanding rather than putting down someone. Hence, even the tone of questioning is very important. Consider the difference between, \u201cWhy did you do THAT?\u201d and \u201cWhat are your reasons for doing THAT?\u201d<\/p>\n\n\n\n
The tone of the former question is judgmental while the same question asked differently demonstrates an openness and a neutral tone. The tone is important because it can either put people off & make them defensive or it can make them relaxed and explain their rationale for an idea or a course of action.<\/p>\n\n\n\n
From the above, it follows that there is a big difference between \u201cquestioning\u201d and \u201casking questions\u201d.<\/p>\n\n\n\n
$\"image\"$ <\/figure>\n\n\n\n
In the work context, a manager who adopts an approach of \u201casking questions\u201d enables an environment where his reportees apply their mind to the situation at hand and exercise their best judgment on the right course of action.<\/p>\n\n\n\n
The manager can use questions to expand the reportee\u2019s thinking and make him aware of aspects he may not have thought of (instead of just instructing him what to do).<\/p>\n\n\n\n
Hence asking questions contributes to the reportee\u2019s overall development and ability to deal with situations with minimal oversight. Equally important, it enables greater responsibility on the part of the reportee so that the implementation aspects of his suggestions are fully owned by him.<\/p>\n\n\n\n
Through this, the manager\u2019s time is also freed up from routine oversight functions to take up important but not urgent tasks.<\/p>\n\n\n\n
In a highly dynamic world, the approach of \u201casking questions\u201d is not just \u201ca nice to have\u201d but an imperative to empower people and ensure that the organization as a whole responds fast to changes in the environment.<\/p>\n\n\n\n
\u201cAsking questions\u201d is an essential part of the tool set of a coach who may be the line manager himself. You consciously adopt the approach for improving the \u201cawareness\u201d of the coachee and therefore, open his mind to his perceptions & other possibilities and take \u201cresponsibility\u201d for the options for actions that he chooses.<\/p>\n\n\n\n
Finally, adopting the approach of \u201casking questions\u201d needs a complementing skill which is ACTIVE listening. A coach cannot sustain a session of asking questions without actually listening well, understanding and re-phrasing of what the coachee says.<\/p>\n\n\n\n
As with most things in life, practice makes perfect \u2013 it takes time and experience to hone the approach of asking questions and the skill of active listening. But they can indeed be developed for individual and organizational benefit. The time to start is NOW!<\/p>\n","post_title":"Questioning and Asking Questions - what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"questioning-and-asking-questions-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:02","post_modified_gmt":"2024-01-29 10:55:02","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1514","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1448,"post_author":"31","post_date":"2014-11-02 06:59:09","post_date_gmt":"2014-11-02 01:29:09","post_content":"\n
This article is part of the series on \u201cJourney of a coach\u201d covering my experiences as a performance coach. You may have the read an earlier article in the series on \u201cJourney of a coach \u2013 the beginning\u201d<\/a>. The journey continues here...<\/p>\n\n\n\n
Yogi Berra, New York Yankees baseball player (arguably the best catcher of all time) said, \u201cIn theory, there is no difference between theory & practice. But in practice, there is!\u201d So, this article is about the theory & practice of coaching for performance \u2013 not baseball players but people managing software projects.<\/p>\n\n\n\n
In my context, the \u201ctheory\u201d was mostly \u201cCoaching for Performance\u201d by John Whitmore (by the way, there is another article of mine on Whitmore<\/a> if you are interested). The \u201cpractice\u201d was, of course, my actual experiences over the years.<\/p>\n\n\n\n
A caveat \u2013 I am not here to debunk theory and hail practice - as a cardiac surgeon might! I have a great deal of respect for Whitmore\u2019s book on Coaching for Performance. The book provided a solid reference and a practical guide for my work as a coach all these years.<\/p>\n\n\n\n
However, I do have my own \u201cinterpretations\u201d and \u201cextensions\u201d of the theory in actual practice which I wish to share. I will use the diagram below which shows the context for coaching.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
You can see the \u201ccircles of influence\u201d around the coachee which would have a bearing on coaching and its effectiveness. We will cover each of these circles with examples. Note that the coach\u2019s experience, beliefs and perceptions are also significant in the context in addition to his skills for coaching.<\/p>\n\n\n\n
Circle #1: Are all situations \u201ccoaching situations\u201d?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The first circle of influence is the coaching situation faced by the coachee at work. For example, it could be that he is recently promoted and finds gaining acceptance in his team a challenge.<\/p>\n\n\n\n
The question is whether all such work situations are amenable for coaching - whether you are the manager of the coachee or an external coach. If you follow the \u201ctheory\u201d (that is Whitmore), a coaching style can become the default management style of the entire organization for all occasions.<\/p>\n\n\n\n
In other words, all manager-reportee interactions can naturally follow the coaching style \u2013 the manager following the sequence of helping his reportee to identify the goal he is seeking to achieve, assess the current state of affairs, consider the available options to achieve the goal and making the commitment-making to make it happen.<\/p>\n\n\n\n
That is all very well, but what if you are a commando fighting a guerrilla war in a jungle and see a metal tube from the foliage pointing at you. Your commander (\u201cmanager\u201d) is not going to coach you through the situation, is he?<\/p>\n\n\n\n
There are also other equivalent (but less extreme) situations at work when time is of essence and all that the coachee needs is information or simple direction (like for example, how to balance staff loading in a project schedule).<\/p>\n\n\n\n
So, my interpretation of theory is that there is better pay-off of coaching in some situations than others. However, there are many, many work situations wherein the quality of work<\/b> or results<\/b> is very important, the learning<\/b> for the coachee very important and it is not an emergency<\/b>. Coaching is very relevant in those cases.<\/p>\n\n\n\n
Circle #2: Are people always receptive to coaching?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The next circle of influence is relating to how receptive people are to coaching even if their work situation was amenable for it.<\/p>\n\n\n\n
Are they motivated enough to become more aware<\/b> and take responsibility<\/b> by themselves and not just because their employer has enrolled them in a training & coaching program?<\/p>\n\n\n\n
Maslow\u2019s theory is that motivation is linked to the stage an individual is at in a hierarchy of needs (see diagram below from Whitmore\u2019s Coaching for Performance). Note that Whitmore has split Maslow\u2019s Esteem stage into two \u2013 Esteem from others and Self-esteem.<\/p>\n\n\n\n
At the stage of Esteem from others, one is looking \u201cexternal\u201d recognition and prestige as motivators. At the stage of Self-esteem, external motivators tend to become less important. More important is the need to make a difference and being empowered to do so enhancing self-esteem. This self-esteem stage is where coaching makes the biggest impact for personal growth.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
Source: Coaching for Performance by John Whitmore<\/i><\/p>\n\n\n\n
There are a few more \u201ccircles\u201d to cover which we will in Part II of the article.<\/p>\n\n\n\n
Till then...<\/p>\n","post_title":"Journey of a coach - theory & practice (Part I)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-i","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:34","post_modified_gmt":"2024-01-29 10:55:34","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1521,"post_author":"26","post_date":"2014-10-30 10:57:02","post_date_gmt":"2014-10-30 05:27:02","post_content":"\n
$\"Network_whenhow2\"$ <\/a><\/figure>\n\n\n\n
One is never without a network and if you are reading this - it may be more to know how to grow it and\/or to overcome obstacles, often due to one's level comfort with so called \"networking\".<\/p>\n\n\n\n
If you look at how you:<\/p>\n\n\n\n
\n
got the opportunity to work in your current position<\/li>\n\n\n\n
got into your college\/school<\/li>\n\n\n\n
got your house on rent or bought your apartment<\/li>\n<\/ul>\n\n\n\n
you will see that a network - formal, informal or virtual (internet based) was at play.<\/p>\n\n\n\n
I will focus on growing your professional network and a few simple steps for it and not delve into specifics of social media, as all of you would be familiar with it.<\/p>\n\n\n\n
First, start with your existing network - which will be your current and past colleagues, your college and school alumni, friends and family. See that you stay in touch with them, by meeting them up or electronically, if you are not in touch start right away. Sending greetings for important occasions, festivals and events is a good way to start. Make it a point to call a few of them over the commute\/ weekends and work on the complete list slowly and steadily, start at top the list again once you complete it.<\/p>\n\n\n\n
What if you need to ask for a reference or a favor from a person with whom you are not in regular touch. The best way to is to be honest, there is no point in coming up with a phony reason to get in touch with them and ask for what you want. Your honesty will be appreciated, after that do thank them and make an effort to stay in touch with them. See that your nurture this set of contacts where you have already made a start.<\/p>\n\n\n\n
Once, when I was looking out for a job using my network, I made it a point to call and thank all those who forwarded my resume to their contacts and I sent a book as a gift to thank all those contacts whose help took me to the interview stage. I did it without any motive and what amazed me was the warmth from these contacts in all my future interactions.<\/p>\n\n\n\n
Second area to focus on are the professional events - there will be events where your technical or managerial domain will be the focus. You may be sponsored\/encouraged by your organizations to attend them, do not let is pass citing an excuse of being busy. Do make time to attend a few of them. If you find that you do not have this opportunity then see that you find such events and enroll yourself.<\/p>\n\n\n\n
In my experience these events certainly help you make a few contacts, you will always find a few persons whom you will find interesting and knowledgeable and connect effortlessly. The key is to nurture this - see that you follow-up with a mail and\/or a call.<\/p>\n\n\n\n
If you are the type who feels inhibited to make an opening, then do not worry. I was advised by one of my mentors to just listen and not worry about talking and enjoy being there. If you listen and observe intently you will find yourself talking soon. Your focus on the interactions and not on your perceived ability, does the trick. Try it a couple of times and see for yourself.<\/p>\n\n\n\n
Lastly, for anything to succeed one has to have the desire, then comes the effort and discipline for achieving it. A small progress or a step with positive result, is the best encouragement for you to strive towards your goals. Do ponder on your actions and results to stay focused on continuing to do this.<\/p>\n\n\n\n
One related question I hear from many of my coachees is \"visibility\" within the organization. More on that in a later post.<\/p>\n","post_title":"Networking - when and how to begin?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"networking-when-and-how-to-begin","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:58","post_modified_gmt":"2024-01-29 14:50:58","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1521","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1517,"post_author":"30","post_date":"2014-10-29 09:30:26","post_date_gmt":"2014-10-29 04:00:26","post_content":"\n
$\"sell-it\"$ <\/a><\/figure>\n\n\n\n
As a child, I used to come up with various ideas for almost anything, and ask for Rs. 1000\/- per idea. Being a child, nobody would want to pay money, that too a thousand Rupees \u2013 but, I would get something else as an appreciation for my efforts. A toffee, a cone ice cream etc.<\/p>\n\n\n\n
Further on, when I used to be active in small groups, selling was more of ideas and to get the team to converge on something, that the group can take as an action.<\/p>\n\n\n\n
As a team leader, I needed to sell the vision of the project to the team, to get everybody\u2019s buy in.<\/p>\n\n\n\n
More recently, I have been in contact with many aspiring and active entrepreneurs. Selling is something that they do with every breath.<\/p>\n\n\n\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 10 of 12 Previous 1 … 9 10 11 12 Next

\n
A: One day at a time.<\/em><\/p>\n\n\n\n
Now why am I quoting this here? Because something similar happens. The updates go towards cryptic or verbose as one person goes in that direction and that is not observed\/ corrected. The Scrum Master has a key role in ensuring that the scrum process is followed, he has to be alert to this.<\/p>\n\n\n\n
Here is a typical scenario:<\/p>\n\n\n\n
Mohan is working on a task TKS-210 and has had a bit of a struggle with it. His update in the daily scrum is:<\/p>\n\n\n\n
I was working on TKSK-210, will continue, no impediments. (Sigh.)<\/p>\n\n\n\n
This is accepted, i.e., no one asks any questions, maybe the team members understand the status.<\/p>\n\n\n\n
The next day update too is similar. Now it is likely that couple more team members shift to this style of update. There is an innate, unconscious tendency in humans to mimic, imitate or follow other people, which surfaces time to time. Very soon all updates become similar.<\/p>\n\n\n\n
The ideal update would include some information on -
How much work is done?
When the work is expected to complete?
If completing soon, the team member will certainly state what task he is planning to pick up next.<\/p>\n\n\n\n
Is it quite possible that the thinking on \u201cwhat next\u201d will not happen in the minds, and that is not good. There is a possibility that \u201cI will continue...\u201d kind of update will result in the person continue on task and not take up another, even if it were possible, as words said aloud influence thoughts\/thinking.<\/p>\n\n\n\n
So the Scrum Master and the team has to be alert to how the updates are provided. They can always ask questions to elicit relevant information.<\/p>\n\n\n\n
One practice that will help - is the updating of remaining hours on the task. This if done regularly, will surface in the Daily Scrum and result in update being more specific. If the remaining hours on a task is a fraction of the day, it prompts the team member to the \u201cwhat next\u201d thinking, and share the same.<\/p>\n\n\n\n
Do you have any similar experiences? Would like to hear them as well as your views.<\/p>\n","post_title":"Keeping Daily Scrum focused...","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"keeping-daily-scrum-focused","to_ping":"","pinged":"","post_modified":"2024-01-29 14:49:32","post_modified_gmt":"2024-01-29 14:49:32","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3510","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3343,"post_author":"26","post_date":"2015-05-15 09:38:10","post_date_gmt":"2015-05-15 04:08:10","post_content":"\n
As a coach, a recurring situation one faces, towards the end of the first sprint after the coaching has started, is the push and shove to the retrospective. After seemingly making the team understand that two key aspect of Agile Scrum are to surface the problems at the earliest<\/strong> and avoiding any kind of waste<\/strong>. I naively expected that the team will be eager to do the retrospective, but wiser now.<\/p>\n\n\n\n
$\"lookingback\"$ <\/figure>\n\n\n\n
<\/p>\n\n\n\n
The team will be scrambling to wrap up the work and close all stories to meet the sprint commitment made, the sprint will be kept open till the the very end and at times a few hours into the next sprint. The Sprint Planning for next sprint has to start, the Sprint Review needs to happen for stories to be closed, where is the time for retrospective? Can it be done next time?<\/p>\n\n\n\n
At times they combine Retrospective and Sprint Planning, which results in speeding through the retrospective and getting quickly into the planning. Add to this the different locations and time zones of the PO and Scrum Team. The retrospective at times is scheduled after Sprint Planning, which is anyway better than not having it at all.<\/p>\n\n\n\n
So here is how it goes, the three questions are asked, inputs collated and a mail sent to all stakeholders and the collated inputs made available in a common area. Very less focus on listening to each other and trying to resolve issues.<\/p>\n\n\n\n
The way I deal with this is that I share with the Scrum Master and team on how an ideal Retrospective should proceed and leave it to them to get close to it:
- Use post-its to capture what went well, stick on board, have one of team read all of it. Clarify any point that is not clear,
- Same for what did not go well,
- Same for what they would start to do,
- At this juncture prioritize the start to do\/action items and brainstorm, starting from top till the time runs out.<\/p>\n\n\n\n
This has worked well, teams typically identify one to three items and come up with reasonable details for implementing them. If required I remind them of these mid sprint, some steps are taken and progress made, this helps in them getting into the habit of doing retrospectives regularly.<\/p>\n\n\n\n
One more point to note is that a problem that seems \u201ca way of life\u201d, at end of first sprint may get some solutions, in the subsequent sprint. My reading of this is that the problem when noted first is annoying and frustrating, team is mentally tired to work on it. But when the same problem surfaces again, they are able to come up with a solution, as the frustration is vented in past.<\/p>\n\n\n\n
Let me share one example. This is to do with a scarce DBA resource causing stories to be re-opened due to delayed inputs\/review. At the end of first sprint they made note of this issue and came out strongly on \u201cthis how it is going to be\u201d, \u201cwe have escalated enough already in past\u201d. The issue surfaced again in next sprint, as it was discussed before, the emotions were in check. One of team suggested that we use the grooming pattern, i.e., plan\/do in advance. They figured out a way to deal with it.<\/p>\n\n\n\n
Another oft repeating issue is the frustration of not being able to close a story, because just the show and tell (demo) could not happen, or a build and test in correct environment was not completed due to big queue in CM. The team argues for closing the story, they feel that they are loosing story points for no fault of theirs. Here as a coach, one has to reinforce the concept of \u201cDone\u201d and revisit the concept of \u201cVelocity\u201d.<\/p>\n","post_title":"Initial coaching interventions for Retrospectives","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"initial-coaching-interventions-for-retrospectives","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:04","post_modified_gmt":"2024-01-29 14:50:04","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3343","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3339,"post_author":"26","post_date":"2015-04-11 09:33:55","post_date_gmt":"2015-04-11 04:03:55","post_content":"\n
Teams new to Scrum have a product backlog. The backlog will be groomed to some degree, typically have clarity for up to one to two sprints. The priority will be clear, with fair amount of detail on the requirements. The estimates may be present, it could be story points or a masked form of an effort estimate.<\/p>\n\n\n\n
The Product Owner (PO), who is not co-located in most of the teams will participate in Sprint Planning and along with the Scrum Master and team pick a set of stories to be done in the Sprint. After this the team jumps into doing the work. Detailed Sprint Planning is given a miss as PO will not be available for the entire duration and the team reluctant to do task based estimate for variety of reasons, if they do it is done by a few senior members of the team.<\/p>\n\n\n\n
This is where the first intervention from coach is needed, coax them to do detailed planning i.e., break down the stories into tasks and corresponding effort estimates. Insist that the entire team be involved and ensure that they balance the work they are taking up with the capacity the team has. Here is where they get to see one of the characteristics of Scrum \u2013 uncovering the problems at the earliest, and as a coach one should ensure that they become aware of it.<\/p>\n\n\n\n
$\"Sprint_Plan_1\"$ <\/figure>\n\n\n\n
Few things they discover:
- there may not be enough Analysis\/Dev\/DBA\/QA capacity in the team
- some of the team may not be fully utilized
- as they break down stories to tasks they realize that some stories cannot be completed, due to external dependencies, that is unlikely to be fulfilled.
- they may require more information from the PO.
- lastly the entire team gains an understanding what is planned to be accomplished.<\/p>\n\n\n\n
And it is interesting to see how they work around this:
- make use of team members not fully utilized to accomplish some of the tasks.
- the above at times involves redistributing the work, so that team members volunteering outside their domain, can take up relatively simpler tasks.
- go back to PO\/stakeholders and try to get the dependencies resolved or pick another story, this one requires a push from coach.
- get clarity on requirements from PO, this has to happen the next day.
- re-adjust the sprint backlog taking the above into account.<\/p>\n\n\n\n
$\"Sprint_Plan_2\"$ <\/figure>\n\n\n\n
At times guidelines are adhered to, planning sessions is time-boxed, they assume that all planning needs to happen in one sitting. Here is where, as a coach, one has to make them see the \"why\" behind a particular step, \"what\" outcome is desired? The outcome of having a proper Sprint Plan is more important than accomplishing it a single time-boxed session.<\/p>\n\n\n\n
As they complete this they realize that in past sprints, they grappled with these issues, towards the end of the sprint. Now they have ample time to cope with it \u2013 the benefit of Scrum uncovering problems earlier is leveraged.<\/p>\n\n\n\n
There is reluctance to do task effort estimates. In the traditional planning task estimates are done for entire project even with some requirements not being clear. This would have resulted in lot of waste, this coupled with notion that agile means no planning is the major cause of the reluctance. As a coach, one needs to highlight that there is better clarity on requirements and it is being done for just a sprint, so there is no waste. The reluctance is also due to lack of understanding of the difference between story point, size and effort estimates, this needs to be addressed.<\/p>\n\n\n\n
At this juncture the team is ready to make and take on the commitment with higher confidence. You can see the related blog on retrospectives.<\/p>\n","post_title":"Initial coaching interventions for Sprint Planning","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"initial-coaching-interventions-for-sprint-planning","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:24","post_modified_gmt":"2024-01-29 14:50:24","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3339","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1519,"post_author":"33","post_date":"2014-11-09 12:15:54","post_date_gmt":"2014-11-09 06:45:54","post_content":"\n
$\"\"\/$ <\/figure>\n\n\n\n
  <\/p>\n\n\n\n
Leaders have only two jobs:<\/p>\n\n\n\n
1) Getting work done<\/p>\n\n\n\n
2) Growing the people<\/p>\n\n\n\n
Coaching as a leadership\/management style achieves both.<\/p>\n\n\n\n
With Command & Control approach, managers may get the work done in the short term, by force. But that might have negative impacts on the team in terms of :<\/p>\n\n\n\n
- Lack of ownership<\/p>\n\n\n\n
- Low motivation<\/p>\n\n\n\n
- Poor quality output<\/p>\n\n\n\n
- Low productivity<\/p>\n\n\n\n
- Missed schedules etc.<\/p>\n\n\n\n
Command & Control might also impact development of team members negatively. Teams might wait for manager to give instruction. They might hesitate to take initiative as it might get overruled by the manager. They might stop thinking new & innovative ideas as the manager will always tell them what to do.<\/p>\n\n\n\n
On the other hand, with Coaching as the leadership style, managers will empower the team members to come out with new ideas, solutions and encourage them to implement them. They will help the team members to discover their strengths by asking questions & challenging them. This builds motivation and ownership in the team members.<\/p>\n\n\n\n
Having said that, there are situations where Managers need to use command & control approaches. For example, in a fire fighting situation where extremely quick response in needed. There will be a need for different approaches for different team members \u2013 someone may need more directive input & constant oversight and someone may need a lot of freedom.<\/p>\n\n\n\n
A good leader is one who has high self awareness, self-regulation, self-motivation and empathy through which he\/she can sense and respond differently, in a conscious way, to different situations & different people.<\/p>\n\n\n\n
However, to be a good Leader, coaching way of management style should be the most natural approach and command & control should be the exception.<\/p>\n","post_title":"Coaching vs Command & Control style of Management","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"coaching-vs-command-control-style-of-management","to_ping":"","pinged":"","post_modified":"2024-01-29 15:34:20","post_modified_gmt":"2024-01-29 15:34:20","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1519","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1456,"post_author":"31","post_date":"2014-11-09 12:15:37","post_date_gmt":"2014-11-09 06:45:37","post_content":"\n
In an earlier article \u201cJourney of a coach \u2013 theory & practice (Part I)<\/a>, we introduced the \u201ccircles of influence\u201d which form the context (see diagram below) for coaching process.<\/p>\n\n\n\n
$\"image\"$ <\/a> The circles in the diagram above have a significant bearing on coaching effectiveness and need to be addressed by the coach using the theory of coaching (such as Whitmore\u2019s book on \u201cCoaching for Performance\u201d). In the case of some circles, the theory may \u201cend\u201d at some point and the coach will have \u201cinterpret\u201d and \u201cextend\u201d it for the specific coachee situation at hand.<\/p>\n\n\n\n
We covered the following in Part I of this article:<\/p>\n\n\n\n
\u00b7 Circle #1: Are all situations \u201ccoaching situations\u201d?<\/p>\n\n\n\n
\u00b7 Circle #2: Are people always receptive to coaching?<\/p>\n\n\n\n
In this Part II, we will cover the two remaining circles.<\/p>\n\n\n\n
Circle #3: Are coaches sometimes helpless?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
Circle #3 above regarding \u201cbeliefs, perceptions and personal circumstances\u201d can actually be quite a hard shell hindering coaching progress. But it is often an invisible hard shell because people will share only so much of their innermost beliefs and personal circumstances even though they are impacting their work performance. Coaches make chance discoveries of this shell in the Reality check part (that is, the current state of affairs that needs to improve to meet the Goal) of the Goal-Reality-Options-Will (GROW) model of Whitmore. Here are examples:<\/p>\n\n\n\n
\u00b7 A coachee once candidly admitted that he was himself the reason for his declining performance at work. The reason was that his family was going through his sister\u2019s painful divorce in the US and her life coming back to India. He just could not go about work as usual<\/p>\n\n\n\n
\u00b7 A second coachee had a lot of issues with his manager. He felt that the manager\u2019s lack of domain knowledge resulted in his not realizing & recognizing the value of the coachee\u2019s work. In addition, the coachee seemed to indicate that lack of recognition of his work had to do with his belonging to a minority religious community in India<\/p>\n\n\n\n
\u00b7 Yet another coachee told my colleague (also a Performance Coach) that her problems arose because her boss was an inveterate woman-hater<\/p>\n\n\n\n
These are situations of tight-rope walking for a performance coach! In situations of personal crisis, the coach may only help by sympathetic and patient listening. This may help the coachee more than one would think \u2013 just getting the problem \u201coff his chest\u201d often helps and relieves stress. Being less stressed, he may be able to come to grips with his personal predicament and deal with it better. However, coachee\u2019s entrenched beliefs on, say, religion and gender can be very challenging for the coach to deal with. Some deep-rooted beliefs may indicate pathology needing help from a trained therapist \u2013 far beyond the scope of performance coaching and the ability of the coach.<\/p>\n\n\n\n
Circle #4: Is the coachee\u2019s work environment conducive?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The last circle of influence is the coachee\u2019s work. Sometimes, people have told me that they are \u201cstuck\u201d in positions \u2013 say, \u201croutine\u201d software bug fixing and maintenance where there is really no scope for \u201clearning, enjoyment and fulfillment\u201d (you may like to read My Team is not motivated!!!<\/a> by my colleague Prasanna Moses on this). Most of us would agree that there is far less drudgery at work in today\u2019s knowledge-centric world than even just 30 years ago. We would also agree that there is no such thing as 100% \u201csexy\u201d work (unless of course, you are doing breakthrough work of your calling \u2013 say, in quantum computing). So, when coachees complain about their current work\/role and the lack of sexiness thereof, I ask them questions about what makes it boring, what they can do about it and so on \u2013 hopefully making them better aware of interesting possibilities in what they were doing. In some cases, people have hinted to me that they are considering quitting their \u201cboring\u201d job and looking for a reaction. Under such circumstances, to be fair to the coachee and to the coachee\u2019s employer (who is paying my fees!), I would say the best option is to ask the coachee questions exploring his rationale for leaving (without being judgmental on whether it is right or wrong) \u2013 like what does he think leaving the job will achieve, how will it get him closer to his goals, how is he sure that the same problems would not repeat themselves in the new organization and so on. The ultimate decision should be the coachee\u2019s based on introspection triggered by your questions. He may still choose to quit \u2013 but that is another matter! As far as you are concerned as a coach, you have played it fair & square. It is not unthinkable that you as the coach may actually agree with his rationale for seeking another job!<\/p>\n\n\n\n
A related aspect is also the organizational environment in which the coachee works \u2013 over & above his immediate work\/role discussed above. In sports coaching, the strong individual motivation is a given and the coachee has a great deal of control over what he can and cannot do to enhance his performance. The circumstances for software project managers are different. Their GROW model is in the context of an organization with its culture, policies, processes and so on. As a coach, I have encountered some real challenges here \u2013 the Project Manager may be aspiring to do something of value in his project but his line management and work environment may not be supportive. Some organizational policies can be insensitive to people and even draconian. In one software development organization, if project team members logged in less than 40 hours per week of approved work, there would be automatic cuts in their pay while the significant additional work needed at other times went scarcely noticed! How can one be expected to learn and enjoy their work in such an environment? In such cases, we do bring it up with the line management for addressing them and offer our help as well. To be honest, it worked sometimes and it did not in as many cases.<\/p>\n\n\n\n
In summary, as a practicing coach, you are bound to run into situations like the ones above which make you stop and ponder as to what extent theory can lead practice! You may need to introspect and think of newer ways of extending \u201ctheory\u201d or just use good old common sense and move on! At PM Power, we have the coaches\u2019 conclave where these situations are discussed to see how best to help the coachee considering all the circles of influence. It has significantly helped our coaches in specific situations and in honing their coaching skills in general.<\/p>\n\n\n\n
We invite you to share your coaching experiences (as a coach or a coachee) and we would be happy to share our perspectives which may be of help. You may reach us at info@pm-powerconsulting.com.<\/p>\n","post_title":"Journey of a coach - theory & practice (Part II)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-ii","to_ping":"","pinged":"","post_modified":"2024-01-29 10:54:32","post_modified_gmt":"2024-01-29 10:54:32","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1456","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1514,"post_author":"31","post_date":"2014-11-02 12:24:22","post_date_gmt":"2014-11-02 06:54:22","post_content":"\n
A speaker finishes a great speech \u2013 at least, HE thinks it is great! He then asks, \u201cAny questions?\u201d What does he expect? If I were him, I would expect the audience to demonstrate a level of understanding of what the speech was all about and ask meaningful questions - clarifying the ground covered and even extending from there.<\/p>\n\n\n\n
These are situations where one actually wants to be questioned to get a sense a satisfaction that the effort (the speech, in this case) has been worthwhile. But there are other situations where being questioned has a very negative connotation. It implies questioning the ability of the person being questioned or the work that he has done.<\/p>\n\n\n\n
The important thing is that the intent of questioning should be to seek understanding rather than putting down someone. Hence, even the tone of questioning is very important. Consider the difference between, \u201cWhy did you do THAT?\u201d and \u201cWhat are your reasons for doing THAT?\u201d<\/p>\n\n\n\n
The tone of the former question is judgmental while the same question asked differently demonstrates an openness and a neutral tone. The tone is important because it can either put people off & make them defensive or it can make them relaxed and explain their rationale for an idea or a course of action.<\/p>\n\n\n\n
From the above, it follows that there is a big difference between \u201cquestioning\u201d and \u201casking questions\u201d.<\/p>\n\n\n\n
$\"image\"$ <\/figure>\n\n\n\n
In the work context, a manager who adopts an approach of \u201casking questions\u201d enables an environment where his reportees apply their mind to the situation at hand and exercise their best judgment on the right course of action.<\/p>\n\n\n\n
The manager can use questions to expand the reportee\u2019s thinking and make him aware of aspects he may not have thought of (instead of just instructing him what to do).<\/p>\n\n\n\n
Hence asking questions contributes to the reportee\u2019s overall development and ability to deal with situations with minimal oversight. Equally important, it enables greater responsibility on the part of the reportee so that the implementation aspects of his suggestions are fully owned by him.<\/p>\n\n\n\n
Through this, the manager\u2019s time is also freed up from routine oversight functions to take up important but not urgent tasks.<\/p>\n\n\n\n
In a highly dynamic world, the approach of \u201casking questions\u201d is not just \u201ca nice to have\u201d but an imperative to empower people and ensure that the organization as a whole responds fast to changes in the environment.<\/p>\n\n\n\n
\u201cAsking questions\u201d is an essential part of the tool set of a coach who may be the line manager himself. You consciously adopt the approach for improving the \u201cawareness\u201d of the coachee and therefore, open his mind to his perceptions & other possibilities and take \u201cresponsibility\u201d for the options for actions that he chooses.<\/p>\n\n\n\n
Finally, adopting the approach of \u201casking questions\u201d needs a complementing skill which is ACTIVE listening. A coach cannot sustain a session of asking questions without actually listening well, understanding and re-phrasing of what the coachee says.<\/p>\n\n\n\n
As with most things in life, practice makes perfect \u2013 it takes time and experience to hone the approach of asking questions and the skill of active listening. But they can indeed be developed for individual and organizational benefit. The time to start is NOW!<\/p>\n","post_title":"Questioning and Asking Questions - what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"questioning-and-asking-questions-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:02","post_modified_gmt":"2024-01-29 10:55:02","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1514","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1448,"post_author":"31","post_date":"2014-11-02 06:59:09","post_date_gmt":"2014-11-02 01:29:09","post_content":"\n
This article is part of the series on \u201cJourney of a coach\u201d covering my experiences as a performance coach. You may have the read an earlier article in the series on \u201cJourney of a coach \u2013 the beginning\u201d<\/a>. The journey continues here...<\/p>\n\n\n\n
Yogi Berra, New York Yankees baseball player (arguably the best catcher of all time) said, \u201cIn theory, there is no difference between theory & practice. But in practice, there is!\u201d So, this article is about the theory & practice of coaching for performance \u2013 not baseball players but people managing software projects.<\/p>\n\n\n\n
In my context, the \u201ctheory\u201d was mostly \u201cCoaching for Performance\u201d by John Whitmore (by the way, there is another article of mine on Whitmore<\/a> if you are interested). The \u201cpractice\u201d was, of course, my actual experiences over the years.<\/p>\n\n\n\n
A caveat \u2013 I am not here to debunk theory and hail practice - as a cardiac surgeon might! I have a great deal of respect for Whitmore\u2019s book on Coaching for Performance. The book provided a solid reference and a practical guide for my work as a coach all these years.<\/p>\n\n\n\n
However, I do have my own \u201cinterpretations\u201d and \u201cextensions\u201d of the theory in actual practice which I wish to share. I will use the diagram below which shows the context for coaching.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
You can see the \u201ccircles of influence\u201d around the coachee which would have a bearing on coaching and its effectiveness. We will cover each of these circles with examples. Note that the coach\u2019s experience, beliefs and perceptions are also significant in the context in addition to his skills for coaching.<\/p>\n\n\n\n
Circle #1: Are all situations \u201ccoaching situations\u201d?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The first circle of influence is the coaching situation faced by the coachee at work. For example, it could be that he is recently promoted and finds gaining acceptance in his team a challenge.<\/p>\n\n\n\n
The question is whether all such work situations are amenable for coaching - whether you are the manager of the coachee or an external coach. If you follow the \u201ctheory\u201d (that is Whitmore), a coaching style can become the default management style of the entire organization for all occasions.<\/p>\n\n\n\n
In other words, all manager-reportee interactions can naturally follow the coaching style \u2013 the manager following the sequence of helping his reportee to identify the goal he is seeking to achieve, assess the current state of affairs, consider the available options to achieve the goal and making the commitment-making to make it happen.<\/p>\n\n\n\n
That is all very well, but what if you are a commando fighting a guerrilla war in a jungle and see a metal tube from the foliage pointing at you. Your commander (\u201cmanager\u201d) is not going to coach you through the situation, is he?<\/p>\n\n\n\n
There are also other equivalent (but less extreme) situations at work when time is of essence and all that the coachee needs is information or simple direction (like for example, how to balance staff loading in a project schedule).<\/p>\n\n\n\n
So, my interpretation of theory is that there is better pay-off of coaching in some situations than others. However, there are many, many work situations wherein the quality of work<\/b> or results<\/b> is very important, the learning<\/b> for the coachee very important and it is not an emergency<\/b>. Coaching is very relevant in those cases.<\/p>\n\n\n\n
Circle #2: Are people always receptive to coaching?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The next circle of influence is relating to how receptive people are to coaching even if their work situation was amenable for it.<\/p>\n\n\n\n
Are they motivated enough to become more aware<\/b> and take responsibility<\/b> by themselves and not just because their employer has enrolled them in a training & coaching program?<\/p>\n\n\n\n
Maslow\u2019s theory is that motivation is linked to the stage an individual is at in a hierarchy of needs (see diagram below from Whitmore\u2019s Coaching for Performance). Note that Whitmore has split Maslow\u2019s Esteem stage into two \u2013 Esteem from others and Self-esteem.<\/p>\n\n\n\n
At the stage of Esteem from others, one is looking \u201cexternal\u201d recognition and prestige as motivators. At the stage of Self-esteem, external motivators tend to become less important. More important is the need to make a difference and being empowered to do so enhancing self-esteem. This self-esteem stage is where coaching makes the biggest impact for personal growth.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
Source: Coaching for Performance by John Whitmore<\/i><\/p>\n\n\n\n
There are a few more \u201ccircles\u201d to cover which we will in Part II of the article.<\/p>\n\n\n\n
Till then...<\/p>\n","post_title":"Journey of a coach - theory & practice (Part I)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-i","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:34","post_modified_gmt":"2024-01-29 10:55:34","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1521,"post_author":"26","post_date":"2014-10-30 10:57:02","post_date_gmt":"2014-10-30 05:27:02","post_content":"\n
$\"Network_whenhow2\"$ <\/a><\/figure>\n\n\n\n
One is never without a network and if you are reading this - it may be more to know how to grow it and\/or to overcome obstacles, often due to one's level comfort with so called \"networking\".<\/p>\n\n\n\n
If you look at how you:<\/p>\n\n\n\n
\n
got the opportunity to work in your current position<\/li>\n\n\n\n
got into your college\/school<\/li>\n\n\n\n
got your house on rent or bought your apartment<\/li>\n<\/ul>\n\n\n\n
you will see that a network - formal, informal or virtual (internet based) was at play.<\/p>\n\n\n\n
I will focus on growing your professional network and a few simple steps for it and not delve into specifics of social media, as all of you would be familiar with it.<\/p>\n\n\n\n
First, start with your existing network - which will be your current and past colleagues, your college and school alumni, friends and family. See that you stay in touch with them, by meeting them up or electronically, if you are not in touch start right away. Sending greetings for important occasions, festivals and events is a good way to start. Make it a point to call a few of them over the commute\/ weekends and work on the complete list slowly and steadily, start at top the list again once you complete it.<\/p>\n\n\n\n
What if you need to ask for a reference or a favor from a person with whom you are not in regular touch. The best way to is to be honest, there is no point in coming up with a phony reason to get in touch with them and ask for what you want. Your honesty will be appreciated, after that do thank them and make an effort to stay in touch with them. See that your nurture this set of contacts where you have already made a start.<\/p>\n\n\n\n
Once, when I was looking out for a job using my network, I made it a point to call and thank all those who forwarded my resume to their contacts and I sent a book as a gift to thank all those contacts whose help took me to the interview stage. I did it without any motive and what amazed me was the warmth from these contacts in all my future interactions.<\/p>\n\n\n\n
Second area to focus on are the professional events - there will be events where your technical or managerial domain will be the focus. You may be sponsored\/encouraged by your organizations to attend them, do not let is pass citing an excuse of being busy. Do make time to attend a few of them. If you find that you do not have this opportunity then see that you find such events and enroll yourself.<\/p>\n\n\n\n
In my experience these events certainly help you make a few contacts, you will always find a few persons whom you will find interesting and knowledgeable and connect effortlessly. The key is to nurture this - see that you follow-up with a mail and\/or a call.<\/p>\n\n\n\n
If you are the type who feels inhibited to make an opening, then do not worry. I was advised by one of my mentors to just listen and not worry about talking and enjoy being there. If you listen and observe intently you will find yourself talking soon. Your focus on the interactions and not on your perceived ability, does the trick. Try it a couple of times and see for yourself.<\/p>\n\n\n\n
Lastly, for anything to succeed one has to have the desire, then comes the effort and discipline for achieving it. A small progress or a step with positive result, is the best encouragement for you to strive towards your goals. Do ponder on your actions and results to stay focused on continuing to do this.<\/p>\n\n\n\n
One related question I hear from many of my coachees is \"visibility\" within the organization. More on that in a later post.<\/p>\n","post_title":"Networking - when and how to begin?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"networking-when-and-how-to-begin","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:58","post_modified_gmt":"2024-01-29 14:50:58","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1521","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1517,"post_author":"30","post_date":"2014-10-29 09:30:26","post_date_gmt":"2014-10-29 04:00:26","post_content":"\n
$\"sell-it\"$ <\/a><\/figure>\n\n\n\n
As a child, I used to come up with various ideas for almost anything, and ask for Rs. 1000\/- per idea. Being a child, nobody would want to pay money, that too a thousand Rupees \u2013 but, I would get something else as an appreciation for my efforts. A toffee, a cone ice cream etc.<\/p>\n\n\n\n
Further on, when I used to be active in small groups, selling was more of ideas and to get the team to converge on something, that the group can take as an action.<\/p>\n\n\n\n
As a team leader, I needed to sell the vision of the project to the team, to get everybody\u2019s buy in.<\/p>\n\n\n\n
More recently, I have been in contact with many aspiring and active entrepreneurs. Selling is something that they do with every breath.<\/p>\n\n\n\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 10 of 12 Previous 1 … 9 10 11 12 Next

\n
Q: How does a project get delayed by a month?<\/em><\/p>\n\n\n\n
A: One day at a time.<\/em><\/p>\n\n\n\n
Now why am I quoting this here? Because something similar happens. The updates go towards cryptic or verbose as one person goes in that direction and that is not observed\/ corrected. The Scrum Master has a key role in ensuring that the scrum process is followed, he has to be alert to this.<\/p>\n\n\n\n
Here is a typical scenario:<\/p>\n\n\n\n
Mohan is working on a task TKS-210 and has had a bit of a struggle with it. His update in the daily scrum is:<\/p>\n\n\n\n
I was working on TKSK-210, will continue, no impediments. (Sigh.)<\/p>\n\n\n\n
This is accepted, i.e., no one asks any questions, maybe the team members understand the status.<\/p>\n\n\n\n
The next day update too is similar. Now it is likely that couple more team members shift to this style of update. There is an innate, unconscious tendency in humans to mimic, imitate or follow other people, which surfaces time to time. Very soon all updates become similar.<\/p>\n\n\n\n
The ideal update would include some information on -
How much work is done?
When the work is expected to complete?
If completing soon, the team member will certainly state what task he is planning to pick up next.<\/p>\n\n\n\n
Is it quite possible that the thinking on \u201cwhat next\u201d will not happen in the minds, and that is not good. There is a possibility that \u201cI will continue...\u201d kind of update will result in the person continue on task and not take up another, even if it were possible, as words said aloud influence thoughts\/thinking.<\/p>\n\n\n\n
So the Scrum Master and the team has to be alert to how the updates are provided. They can always ask questions to elicit relevant information.<\/p>\n\n\n\n
One practice that will help - is the updating of remaining hours on the task. This if done regularly, will surface in the Daily Scrum and result in update being more specific. If the remaining hours on a task is a fraction of the day, it prompts the team member to the \u201cwhat next\u201d thinking, and share the same.<\/p>\n\n\n\n
Do you have any similar experiences? Would like to hear them as well as your views.<\/p>\n","post_title":"Keeping Daily Scrum focused...","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"keeping-daily-scrum-focused","to_ping":"","pinged":"","post_modified":"2024-01-29 14:49:32","post_modified_gmt":"2024-01-29 14:49:32","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3510","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3343,"post_author":"26","post_date":"2015-05-15 09:38:10","post_date_gmt":"2015-05-15 04:08:10","post_content":"\n
As a coach, a recurring situation one faces, towards the end of the first sprint after the coaching has started, is the push and shove to the retrospective. After seemingly making the team understand that two key aspect of Agile Scrum are to surface the problems at the earliest<\/strong> and avoiding any kind of waste<\/strong>. I naively expected that the team will be eager to do the retrospective, but wiser now.<\/p>\n\n\n\n
$\"lookingback\"$ <\/figure>\n\n\n\n
<\/p>\n\n\n\n
The team will be scrambling to wrap up the work and close all stories to meet the sprint commitment made, the sprint will be kept open till the the very end and at times a few hours into the next sprint. The Sprint Planning for next sprint has to start, the Sprint Review needs to happen for stories to be closed, where is the time for retrospective? Can it be done next time?<\/p>\n\n\n\n
At times they combine Retrospective and Sprint Planning, which results in speeding through the retrospective and getting quickly into the planning. Add to this the different locations and time zones of the PO and Scrum Team. The retrospective at times is scheduled after Sprint Planning, which is anyway better than not having it at all.<\/p>\n\n\n\n
So here is how it goes, the three questions are asked, inputs collated and a mail sent to all stakeholders and the collated inputs made available in a common area. Very less focus on listening to each other and trying to resolve issues.<\/p>\n\n\n\n
The way I deal with this is that I share with the Scrum Master and team on how an ideal Retrospective should proceed and leave it to them to get close to it:
- Use post-its to capture what went well, stick on board, have one of team read all of it. Clarify any point that is not clear,
- Same for what did not go well,
- Same for what they would start to do,
- At this juncture prioritize the start to do\/action items and brainstorm, starting from top till the time runs out.<\/p>\n\n\n\n
This has worked well, teams typically identify one to three items and come up with reasonable details for implementing them. If required I remind them of these mid sprint, some steps are taken and progress made, this helps in them getting into the habit of doing retrospectives regularly.<\/p>\n\n\n\n
One more point to note is that a problem that seems \u201ca way of life\u201d, at end of first sprint may get some solutions, in the subsequent sprint. My reading of this is that the problem when noted first is annoying and frustrating, team is mentally tired to work on it. But when the same problem surfaces again, they are able to come up with a solution, as the frustration is vented in past.<\/p>\n\n\n\n
Let me share one example. This is to do with a scarce DBA resource causing stories to be re-opened due to delayed inputs\/review. At the end of first sprint they made note of this issue and came out strongly on \u201cthis how it is going to be\u201d, \u201cwe have escalated enough already in past\u201d. The issue surfaced again in next sprint, as it was discussed before, the emotions were in check. One of team suggested that we use the grooming pattern, i.e., plan\/do in advance. They figured out a way to deal with it.<\/p>\n\n\n\n
Another oft repeating issue is the frustration of not being able to close a story, because just the show and tell (demo) could not happen, or a build and test in correct environment was not completed due to big queue in CM. The team argues for closing the story, they feel that they are loosing story points for no fault of theirs. Here as a coach, one has to reinforce the concept of \u201cDone\u201d and revisit the concept of \u201cVelocity\u201d.<\/p>\n","post_title":"Initial coaching interventions for Retrospectives","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"initial-coaching-interventions-for-retrospectives","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:04","post_modified_gmt":"2024-01-29 14:50:04","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3343","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3339,"post_author":"26","post_date":"2015-04-11 09:33:55","post_date_gmt":"2015-04-11 04:03:55","post_content":"\n
Teams new to Scrum have a product backlog. The backlog will be groomed to some degree, typically have clarity for up to one to two sprints. The priority will be clear, with fair amount of detail on the requirements. The estimates may be present, it could be story points or a masked form of an effort estimate.<\/p>\n\n\n\n
The Product Owner (PO), who is not co-located in most of the teams will participate in Sprint Planning and along with the Scrum Master and team pick a set of stories to be done in the Sprint. After this the team jumps into doing the work. Detailed Sprint Planning is given a miss as PO will not be available for the entire duration and the team reluctant to do task based estimate for variety of reasons, if they do it is done by a few senior members of the team.<\/p>\n\n\n\n
This is where the first intervention from coach is needed, coax them to do detailed planning i.e., break down the stories into tasks and corresponding effort estimates. Insist that the entire team be involved and ensure that they balance the work they are taking up with the capacity the team has. Here is where they get to see one of the characteristics of Scrum \u2013 uncovering the problems at the earliest, and as a coach one should ensure that they become aware of it.<\/p>\n\n\n\n
$\"Sprint_Plan_1\"$ <\/figure>\n\n\n\n
Few things they discover:
- there may not be enough Analysis\/Dev\/DBA\/QA capacity in the team
- some of the team may not be fully utilized
- as they break down stories to tasks they realize that some stories cannot be completed, due to external dependencies, that is unlikely to be fulfilled.
- they may require more information from the PO.
- lastly the entire team gains an understanding what is planned to be accomplished.<\/p>\n\n\n\n
And it is interesting to see how they work around this:
- make use of team members not fully utilized to accomplish some of the tasks.
- the above at times involves redistributing the work, so that team members volunteering outside their domain, can take up relatively simpler tasks.
- go back to PO\/stakeholders and try to get the dependencies resolved or pick another story, this one requires a push from coach.
- get clarity on requirements from PO, this has to happen the next day.
- re-adjust the sprint backlog taking the above into account.<\/p>\n\n\n\n
$\"Sprint_Plan_2\"$ <\/figure>\n\n\n\n
At times guidelines are adhered to, planning sessions is time-boxed, they assume that all planning needs to happen in one sitting. Here is where, as a coach, one has to make them see the \"why\" behind a particular step, \"what\" outcome is desired? The outcome of having a proper Sprint Plan is more important than accomplishing it a single time-boxed session.<\/p>\n\n\n\n
As they complete this they realize that in past sprints, they grappled with these issues, towards the end of the sprint. Now they have ample time to cope with it \u2013 the benefit of Scrum uncovering problems earlier is leveraged.<\/p>\n\n\n\n
There is reluctance to do task effort estimates. In the traditional planning task estimates are done for entire project even with some requirements not being clear. This would have resulted in lot of waste, this coupled with notion that agile means no planning is the major cause of the reluctance. As a coach, one needs to highlight that there is better clarity on requirements and it is being done for just a sprint, so there is no waste. The reluctance is also due to lack of understanding of the difference between story point, size and effort estimates, this needs to be addressed.<\/p>\n\n\n\n
At this juncture the team is ready to make and take on the commitment with higher confidence. You can see the related blog on retrospectives.<\/p>\n","post_title":"Initial coaching interventions for Sprint Planning","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"initial-coaching-interventions-for-sprint-planning","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:24","post_modified_gmt":"2024-01-29 14:50:24","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3339","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1519,"post_author":"33","post_date":"2014-11-09 12:15:54","post_date_gmt":"2014-11-09 06:45:54","post_content":"\n
$\"\"\/$ <\/figure>\n\n\n\n
  <\/p>\n\n\n\n
Leaders have only two jobs:<\/p>\n\n\n\n
1) Getting work done<\/p>\n\n\n\n
2) Growing the people<\/p>\n\n\n\n
Coaching as a leadership\/management style achieves both.<\/p>\n\n\n\n
With Command & Control approach, managers may get the work done in the short term, by force. But that might have negative impacts on the team in terms of :<\/p>\n\n\n\n
- Lack of ownership<\/p>\n\n\n\n
- Low motivation<\/p>\n\n\n\n
- Poor quality output<\/p>\n\n\n\n
- Low productivity<\/p>\n\n\n\n
- Missed schedules etc.<\/p>\n\n\n\n
Command & Control might also impact development of team members negatively. Teams might wait for manager to give instruction. They might hesitate to take initiative as it might get overruled by the manager. They might stop thinking new & innovative ideas as the manager will always tell them what to do.<\/p>\n\n\n\n
On the other hand, with Coaching as the leadership style, managers will empower the team members to come out with new ideas, solutions and encourage them to implement them. They will help the team members to discover their strengths by asking questions & challenging them. This builds motivation and ownership in the team members.<\/p>\n\n\n\n
Having said that, there are situations where Managers need to use command & control approaches. For example, in a fire fighting situation where extremely quick response in needed. There will be a need for different approaches for different team members \u2013 someone may need more directive input & constant oversight and someone may need a lot of freedom.<\/p>\n\n\n\n
A good leader is one who has high self awareness, self-regulation, self-motivation and empathy through which he\/she can sense and respond differently, in a conscious way, to different situations & different people.<\/p>\n\n\n\n
However, to be a good Leader, coaching way of management style should be the most natural approach and command & control should be the exception.<\/p>\n","post_title":"Coaching vs Command & Control style of Management","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"coaching-vs-command-control-style-of-management","to_ping":"","pinged":"","post_modified":"2024-01-29 15:34:20","post_modified_gmt":"2024-01-29 15:34:20","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1519","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1456,"post_author":"31","post_date":"2014-11-09 12:15:37","post_date_gmt":"2014-11-09 06:45:37","post_content":"\n
In an earlier article \u201cJourney of a coach \u2013 theory & practice (Part I)<\/a>, we introduced the \u201ccircles of influence\u201d which form the context (see diagram below) for coaching process.<\/p>\n\n\n\n
$\"image\"$ <\/a> The circles in the diagram above have a significant bearing on coaching effectiveness and need to be addressed by the coach using the theory of coaching (such as Whitmore\u2019s book on \u201cCoaching for Performance\u201d). In the case of some circles, the theory may \u201cend\u201d at some point and the coach will have \u201cinterpret\u201d and \u201cextend\u201d it for the specific coachee situation at hand.<\/p>\n\n\n\n
We covered the following in Part I of this article:<\/p>\n\n\n\n
\u00b7 Circle #1: Are all situations \u201ccoaching situations\u201d?<\/p>\n\n\n\n
\u00b7 Circle #2: Are people always receptive to coaching?<\/p>\n\n\n\n
In this Part II, we will cover the two remaining circles.<\/p>\n\n\n\n
Circle #3: Are coaches sometimes helpless?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
Circle #3 above regarding \u201cbeliefs, perceptions and personal circumstances\u201d can actually be quite a hard shell hindering coaching progress. But it is often an invisible hard shell because people will share only so much of their innermost beliefs and personal circumstances even though they are impacting their work performance. Coaches make chance discoveries of this shell in the Reality check part (that is, the current state of affairs that needs to improve to meet the Goal) of the Goal-Reality-Options-Will (GROW) model of Whitmore. Here are examples:<\/p>\n\n\n\n
\u00b7 A coachee once candidly admitted that he was himself the reason for his declining performance at work. The reason was that his family was going through his sister\u2019s painful divorce in the US and her life coming back to India. He just could not go about work as usual<\/p>\n\n\n\n
\u00b7 A second coachee had a lot of issues with his manager. He felt that the manager\u2019s lack of domain knowledge resulted in his not realizing & recognizing the value of the coachee\u2019s work. In addition, the coachee seemed to indicate that lack of recognition of his work had to do with his belonging to a minority religious community in India<\/p>\n\n\n\n
\u00b7 Yet another coachee told my colleague (also a Performance Coach) that her problems arose because her boss was an inveterate woman-hater<\/p>\n\n\n\n
These are situations of tight-rope walking for a performance coach! In situations of personal crisis, the coach may only help by sympathetic and patient listening. This may help the coachee more than one would think \u2013 just getting the problem \u201coff his chest\u201d often helps and relieves stress. Being less stressed, he may be able to come to grips with his personal predicament and deal with it better. However, coachee\u2019s entrenched beliefs on, say, religion and gender can be very challenging for the coach to deal with. Some deep-rooted beliefs may indicate pathology needing help from a trained therapist \u2013 far beyond the scope of performance coaching and the ability of the coach.<\/p>\n\n\n\n
Circle #4: Is the coachee\u2019s work environment conducive?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The last circle of influence is the coachee\u2019s work. Sometimes, people have told me that they are \u201cstuck\u201d in positions \u2013 say, \u201croutine\u201d software bug fixing and maintenance where there is really no scope for \u201clearning, enjoyment and fulfillment\u201d (you may like to read My Team is not motivated!!!<\/a> by my colleague Prasanna Moses on this). Most of us would agree that there is far less drudgery at work in today\u2019s knowledge-centric world than even just 30 years ago. We would also agree that there is no such thing as 100% \u201csexy\u201d work (unless of course, you are doing breakthrough work of your calling \u2013 say, in quantum computing). So, when coachees complain about their current work\/role and the lack of sexiness thereof, I ask them questions about what makes it boring, what they can do about it and so on \u2013 hopefully making them better aware of interesting possibilities in what they were doing. In some cases, people have hinted to me that they are considering quitting their \u201cboring\u201d job and looking for a reaction. Under such circumstances, to be fair to the coachee and to the coachee\u2019s employer (who is paying my fees!), I would say the best option is to ask the coachee questions exploring his rationale for leaving (without being judgmental on whether it is right or wrong) \u2013 like what does he think leaving the job will achieve, how will it get him closer to his goals, how is he sure that the same problems would not repeat themselves in the new organization and so on. The ultimate decision should be the coachee\u2019s based on introspection triggered by your questions. He may still choose to quit \u2013 but that is another matter! As far as you are concerned as a coach, you have played it fair & square. It is not unthinkable that you as the coach may actually agree with his rationale for seeking another job!<\/p>\n\n\n\n
A related aspect is also the organizational environment in which the coachee works \u2013 over & above his immediate work\/role discussed above. In sports coaching, the strong individual motivation is a given and the coachee has a great deal of control over what he can and cannot do to enhance his performance. The circumstances for software project managers are different. Their GROW model is in the context of an organization with its culture, policies, processes and so on. As a coach, I have encountered some real challenges here \u2013 the Project Manager may be aspiring to do something of value in his project but his line management and work environment may not be supportive. Some organizational policies can be insensitive to people and even draconian. In one software development organization, if project team members logged in less than 40 hours per week of approved work, there would be automatic cuts in their pay while the significant additional work needed at other times went scarcely noticed! How can one be expected to learn and enjoy their work in such an environment? In such cases, we do bring it up with the line management for addressing them and offer our help as well. To be honest, it worked sometimes and it did not in as many cases.<\/p>\n\n\n\n
In summary, as a practicing coach, you are bound to run into situations like the ones above which make you stop and ponder as to what extent theory can lead practice! You may need to introspect and think of newer ways of extending \u201ctheory\u201d or just use good old common sense and move on! At PM Power, we have the coaches\u2019 conclave where these situations are discussed to see how best to help the coachee considering all the circles of influence. It has significantly helped our coaches in specific situations and in honing their coaching skills in general.<\/p>\n\n\n\n
We invite you to share your coaching experiences (as a coach or a coachee) and we would be happy to share our perspectives which may be of help. You may reach us at info@pm-powerconsulting.com.<\/p>\n","post_title":"Journey of a coach - theory & practice (Part II)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-ii","to_ping":"","pinged":"","post_modified":"2024-01-29 10:54:32","post_modified_gmt":"2024-01-29 10:54:32","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1456","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1514,"post_author":"31","post_date":"2014-11-02 12:24:22","post_date_gmt":"2014-11-02 06:54:22","post_content":"\n
A speaker finishes a great speech \u2013 at least, HE thinks it is great! He then asks, \u201cAny questions?\u201d What does he expect? If I were him, I would expect the audience to demonstrate a level of understanding of what the speech was all about and ask meaningful questions - clarifying the ground covered and even extending from there.<\/p>\n\n\n\n
These are situations where one actually wants to be questioned to get a sense a satisfaction that the effort (the speech, in this case) has been worthwhile. But there are other situations where being questioned has a very negative connotation. It implies questioning the ability of the person being questioned or the work that he has done.<\/p>\n\n\n\n
The important thing is that the intent of questioning should be to seek understanding rather than putting down someone. Hence, even the tone of questioning is very important. Consider the difference between, \u201cWhy did you do THAT?\u201d and \u201cWhat are your reasons for doing THAT?\u201d<\/p>\n\n\n\n
The tone of the former question is judgmental while the same question asked differently demonstrates an openness and a neutral tone. The tone is important because it can either put people off & make them defensive or it can make them relaxed and explain their rationale for an idea or a course of action.<\/p>\n\n\n\n
From the above, it follows that there is a big difference between \u201cquestioning\u201d and \u201casking questions\u201d.<\/p>\n\n\n\n
$\"image\"$ <\/figure>\n\n\n\n
In the work context, a manager who adopts an approach of \u201casking questions\u201d enables an environment where his reportees apply their mind to the situation at hand and exercise their best judgment on the right course of action.<\/p>\n\n\n\n
The manager can use questions to expand the reportee\u2019s thinking and make him aware of aspects he may not have thought of (instead of just instructing him what to do).<\/p>\n\n\n\n
Hence asking questions contributes to the reportee\u2019s overall development and ability to deal with situations with minimal oversight. Equally important, it enables greater responsibility on the part of the reportee so that the implementation aspects of his suggestions are fully owned by him.<\/p>\n\n\n\n
Through this, the manager\u2019s time is also freed up from routine oversight functions to take up important but not urgent tasks.<\/p>\n\n\n\n
In a highly dynamic world, the approach of \u201casking questions\u201d is not just \u201ca nice to have\u201d but an imperative to empower people and ensure that the organization as a whole responds fast to changes in the environment.<\/p>\n\n\n\n
\u201cAsking questions\u201d is an essential part of the tool set of a coach who may be the line manager himself. You consciously adopt the approach for improving the \u201cawareness\u201d of the coachee and therefore, open his mind to his perceptions & other possibilities and take \u201cresponsibility\u201d for the options for actions that he chooses.<\/p>\n\n\n\n
Finally, adopting the approach of \u201casking questions\u201d needs a complementing skill which is ACTIVE listening. A coach cannot sustain a session of asking questions without actually listening well, understanding and re-phrasing of what the coachee says.<\/p>\n\n\n\n
As with most things in life, practice makes perfect \u2013 it takes time and experience to hone the approach of asking questions and the skill of active listening. But they can indeed be developed for individual and organizational benefit. The time to start is NOW!<\/p>\n","post_title":"Questioning and Asking Questions - what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"questioning-and-asking-questions-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:02","post_modified_gmt":"2024-01-29 10:55:02","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1514","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1448,"post_author":"31","post_date":"2014-11-02 06:59:09","post_date_gmt":"2014-11-02 01:29:09","post_content":"\n
This article is part of the series on \u201cJourney of a coach\u201d covering my experiences as a performance coach. You may have the read an earlier article in the series on \u201cJourney of a coach \u2013 the beginning\u201d<\/a>. The journey continues here...<\/p>\n\n\n\n
Yogi Berra, New York Yankees baseball player (arguably the best catcher of all time) said, \u201cIn theory, there is no difference between theory & practice. But in practice, there is!\u201d So, this article is about the theory & practice of coaching for performance \u2013 not baseball players but people managing software projects.<\/p>\n\n\n\n
In my context, the \u201ctheory\u201d was mostly \u201cCoaching for Performance\u201d by John Whitmore (by the way, there is another article of mine on Whitmore<\/a> if you are interested). The \u201cpractice\u201d was, of course, my actual experiences over the years.<\/p>\n\n\n\n
A caveat \u2013 I am not here to debunk theory and hail practice - as a cardiac surgeon might! I have a great deal of respect for Whitmore\u2019s book on Coaching for Performance. The book provided a solid reference and a practical guide for my work as a coach all these years.<\/p>\n\n\n\n
However, I do have my own \u201cinterpretations\u201d and \u201cextensions\u201d of the theory in actual practice which I wish to share. I will use the diagram below which shows the context for coaching.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
You can see the \u201ccircles of influence\u201d around the coachee which would have a bearing on coaching and its effectiveness. We will cover each of these circles with examples. Note that the coach\u2019s experience, beliefs and perceptions are also significant in the context in addition to his skills for coaching.<\/p>\n\n\n\n
Circle #1: Are all situations \u201ccoaching situations\u201d?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The first circle of influence is the coaching situation faced by the coachee at work. For example, it could be that he is recently promoted and finds gaining acceptance in his team a challenge.<\/p>\n\n\n\n
The question is whether all such work situations are amenable for coaching - whether you are the manager of the coachee or an external coach. If you follow the \u201ctheory\u201d (that is Whitmore), a coaching style can become the default management style of the entire organization for all occasions.<\/p>\n\n\n\n
In other words, all manager-reportee interactions can naturally follow the coaching style \u2013 the manager following the sequence of helping his reportee to identify the goal he is seeking to achieve, assess the current state of affairs, consider the available options to achieve the goal and making the commitment-making to make it happen.<\/p>\n\n\n\n
That is all very well, but what if you are a commando fighting a guerrilla war in a jungle and see a metal tube from the foliage pointing at you. Your commander (\u201cmanager\u201d) is not going to coach you through the situation, is he?<\/p>\n\n\n\n
There are also other equivalent (but less extreme) situations at work when time is of essence and all that the coachee needs is information or simple direction (like for example, how to balance staff loading in a project schedule).<\/p>\n\n\n\n
So, my interpretation of theory is that there is better pay-off of coaching in some situations than others. However, there are many, many work situations wherein the quality of work<\/b> or results<\/b> is very important, the learning<\/b> for the coachee very important and it is not an emergency<\/b>. Coaching is very relevant in those cases.<\/p>\n\n\n\n
Circle #2: Are people always receptive to coaching?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The next circle of influence is relating to how receptive people are to coaching even if their work situation was amenable for it.<\/p>\n\n\n\n
Are they motivated enough to become more aware<\/b> and take responsibility<\/b> by themselves and not just because their employer has enrolled them in a training & coaching program?<\/p>\n\n\n\n
Maslow\u2019s theory is that motivation is linked to the stage an individual is at in a hierarchy of needs (see diagram below from Whitmore\u2019s Coaching for Performance). Note that Whitmore has split Maslow\u2019s Esteem stage into two \u2013 Esteem from others and Self-esteem.<\/p>\n\n\n\n
At the stage of Esteem from others, one is looking \u201cexternal\u201d recognition and prestige as motivators. At the stage of Self-esteem, external motivators tend to become less important. More important is the need to make a difference and being empowered to do so enhancing self-esteem. This self-esteem stage is where coaching makes the biggest impact for personal growth.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
Source: Coaching for Performance by John Whitmore<\/i><\/p>\n\n\n\n
There are a few more \u201ccircles\u201d to cover which we will in Part II of the article.<\/p>\n\n\n\n
Till then...<\/p>\n","post_title":"Journey of a coach - theory & practice (Part I)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-i","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:34","post_modified_gmt":"2024-01-29 10:55:34","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1521,"post_author":"26","post_date":"2014-10-30 10:57:02","post_date_gmt":"2014-10-30 05:27:02","post_content":"\n
$\"Network_whenhow2\"$ <\/a><\/figure>\n\n\n\n
One is never without a network and if you are reading this - it may be more to know how to grow it and\/or to overcome obstacles, often due to one's level comfort with so called \"networking\".<\/p>\n\n\n\n
If you look at how you:<\/p>\n\n\n\n
\n
got the opportunity to work in your current position<\/li>\n\n\n\n
got into your college\/school<\/li>\n\n\n\n
got your house on rent or bought your apartment<\/li>\n<\/ul>\n\n\n\n
you will see that a network - formal, informal or virtual (internet based) was at play.<\/p>\n\n\n\n
I will focus on growing your professional network and a few simple steps for it and not delve into specifics of social media, as all of you would be familiar with it.<\/p>\n\n\n\n
First, start with your existing network - which will be your current and past colleagues, your college and school alumni, friends and family. See that you stay in touch with them, by meeting them up or electronically, if you are not in touch start right away. Sending greetings for important occasions, festivals and events is a good way to start. Make it a point to call a few of them over the commute\/ weekends and work on the complete list slowly and steadily, start at top the list again once you complete it.<\/p>\n\n\n\n
What if you need to ask for a reference or a favor from a person with whom you are not in regular touch. The best way to is to be honest, there is no point in coming up with a phony reason to get in touch with them and ask for what you want. Your honesty will be appreciated, after that do thank them and make an effort to stay in touch with them. See that your nurture this set of contacts where you have already made a start.<\/p>\n\n\n\n
Once, when I was looking out for a job using my network, I made it a point to call and thank all those who forwarded my resume to their contacts and I sent a book as a gift to thank all those contacts whose help took me to the interview stage. I did it without any motive and what amazed me was the warmth from these contacts in all my future interactions.<\/p>\n\n\n\n
Second area to focus on are the professional events - there will be events where your technical or managerial domain will be the focus. You may be sponsored\/encouraged by your organizations to attend them, do not let is pass citing an excuse of being busy. Do make time to attend a few of them. If you find that you do not have this opportunity then see that you find such events and enroll yourself.<\/p>\n\n\n\n
In my experience these events certainly help you make a few contacts, you will always find a few persons whom you will find interesting and knowledgeable and connect effortlessly. The key is to nurture this - see that you follow-up with a mail and\/or a call.<\/p>\n\n\n\n
If you are the type who feels inhibited to make an opening, then do not worry. I was advised by one of my mentors to just listen and not worry about talking and enjoy being there. If you listen and observe intently you will find yourself talking soon. Your focus on the interactions and not on your perceived ability, does the trick. Try it a couple of times and see for yourself.<\/p>\n\n\n\n
Lastly, for anything to succeed one has to have the desire, then comes the effort and discipline for achieving it. A small progress or a step with positive result, is the best encouragement for you to strive towards your goals. Do ponder on your actions and results to stay focused on continuing to do this.<\/p>\n\n\n\n
One related question I hear from many of my coachees is \"visibility\" within the organization. More on that in a later post.<\/p>\n","post_title":"Networking - when and how to begin?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"networking-when-and-how-to-begin","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:58","post_modified_gmt":"2024-01-29 14:50:58","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1521","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1517,"post_author":"30","post_date":"2014-10-29 09:30:26","post_date_gmt":"2014-10-29 04:00:26","post_content":"\n
$\"sell-it\"$ <\/a><\/figure>\n\n\n\n
As a child, I used to come up with various ideas for almost anything, and ask for Rs. 1000\/- per idea. Being a child, nobody would want to pay money, that too a thousand Rupees \u2013 but, I would get something else as an appreciation for my efforts. A toffee, a cone ice cream etc.<\/p>\n\n\n\n
Further on, when I used to be active in small groups, selling was more of ideas and to get the team to converge on something, that the group can take as an action.<\/p>\n\n\n\n
As a team leader, I needed to sell the vision of the project to the team, to get everybody\u2019s buy in.<\/p>\n\n\n\n
More recently, I have been in contact with many aspiring and active entrepreneurs. Selling is something that they do with every breath.<\/p>\n\n\n\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

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\n
Now slowly things change and either the updates become cryptic or verbose. After observing many teams go through this, what comes to my mind is a famous rhetorical question on delays in projects:<\/p>\n\n\n\n
Q: How does a project get delayed by a month?<\/em><\/p>\n\n\n\n
A: One day at a time.<\/em><\/p>\n\n\n\n
Now why am I quoting this here? Because something similar happens. The updates go towards cryptic or verbose as one person goes in that direction and that is not observed\/ corrected. The Scrum Master has a key role in ensuring that the scrum process is followed, he has to be alert to this.<\/p>\n\n\n\n
Here is a typical scenario:<\/p>\n\n\n\n
Mohan is working on a task TKS-210 and has had a bit of a struggle with it. His update in the daily scrum is:<\/p>\n\n\n\n
I was working on TKSK-210, will continue, no impediments. (Sigh.)<\/p>\n\n\n\n
This is accepted, i.e., no one asks any questions, maybe the team members understand the status.<\/p>\n\n\n\n
The next day update too is similar. Now it is likely that couple more team members shift to this style of update. There is an innate, unconscious tendency in humans to mimic, imitate or follow other people, which surfaces time to time. Very soon all updates become similar.<\/p>\n\n\n\n
The ideal update would include some information on -
How much work is done?
When the work is expected to complete?
If completing soon, the team member will certainly state what task he is planning to pick up next.<\/p>\n\n\n\n
Is it quite possible that the thinking on \u201cwhat next\u201d will not happen in the minds, and that is not good. There is a possibility that \u201cI will continue...\u201d kind of update will result in the person continue on task and not take up another, even if it were possible, as words said aloud influence thoughts\/thinking.<\/p>\n\n\n\n
So the Scrum Master and the team has to be alert to how the updates are provided. They can always ask questions to elicit relevant information.<\/p>\n\n\n\n
One practice that will help - is the updating of remaining hours on the task. This if done regularly, will surface in the Daily Scrum and result in update being more specific. If the remaining hours on a task is a fraction of the day, it prompts the team member to the \u201cwhat next\u201d thinking, and share the same.<\/p>\n\n\n\n
Do you have any similar experiences? Would like to hear them as well as your views.<\/p>\n","post_title":"Keeping Daily Scrum focused...","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"keeping-daily-scrum-focused","to_ping":"","pinged":"","post_modified":"2024-01-29 14:49:32","post_modified_gmt":"2024-01-29 14:49:32","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3510","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3343,"post_author":"26","post_date":"2015-05-15 09:38:10","post_date_gmt":"2015-05-15 04:08:10","post_content":"\n
As a coach, a recurring situation one faces, towards the end of the first sprint after the coaching has started, is the push and shove to the retrospective. After seemingly making the team understand that two key aspect of Agile Scrum are to surface the problems at the earliest<\/strong> and avoiding any kind of waste<\/strong>. I naively expected that the team will be eager to do the retrospective, but wiser now.<\/p>\n\n\n\n
$\"lookingback\"$ <\/figure>\n\n\n\n
<\/p>\n\n\n\n
The team will be scrambling to wrap up the work and close all stories to meet the sprint commitment made, the sprint will be kept open till the the very end and at times a few hours into the next sprint. The Sprint Planning for next sprint has to start, the Sprint Review needs to happen for stories to be closed, where is the time for retrospective? Can it be done next time?<\/p>\n\n\n\n
At times they combine Retrospective and Sprint Planning, which results in speeding through the retrospective and getting quickly into the planning. Add to this the different locations and time zones of the PO and Scrum Team. The retrospective at times is scheduled after Sprint Planning, which is anyway better than not having it at all.<\/p>\n\n\n\n
So here is how it goes, the three questions are asked, inputs collated and a mail sent to all stakeholders and the collated inputs made available in a common area. Very less focus on listening to each other and trying to resolve issues.<\/p>\n\n\n\n
The way I deal with this is that I share with the Scrum Master and team on how an ideal Retrospective should proceed and leave it to them to get close to it:
- Use post-its to capture what went well, stick on board, have one of team read all of it. Clarify any point that is not clear,
- Same for what did not go well,
- Same for what they would start to do,
- At this juncture prioritize the start to do\/action items and brainstorm, starting from top till the time runs out.<\/p>\n\n\n\n
This has worked well, teams typically identify one to three items and come up with reasonable details for implementing them. If required I remind them of these mid sprint, some steps are taken and progress made, this helps in them getting into the habit of doing retrospectives regularly.<\/p>\n\n\n\n
One more point to note is that a problem that seems \u201ca way of life\u201d, at end of first sprint may get some solutions, in the subsequent sprint. My reading of this is that the problem when noted first is annoying and frustrating, team is mentally tired to work on it. But when the same problem surfaces again, they are able to come up with a solution, as the frustration is vented in past.<\/p>\n\n\n\n
Let me share one example. This is to do with a scarce DBA resource causing stories to be re-opened due to delayed inputs\/review. At the end of first sprint they made note of this issue and came out strongly on \u201cthis how it is going to be\u201d, \u201cwe have escalated enough already in past\u201d. The issue surfaced again in next sprint, as it was discussed before, the emotions were in check. One of team suggested that we use the grooming pattern, i.e., plan\/do in advance. They figured out a way to deal with it.<\/p>\n\n\n\n
Another oft repeating issue is the frustration of not being able to close a story, because just the show and tell (demo) could not happen, or a build and test in correct environment was not completed due to big queue in CM. The team argues for closing the story, they feel that they are loosing story points for no fault of theirs. Here as a coach, one has to reinforce the concept of \u201cDone\u201d and revisit the concept of \u201cVelocity\u201d.<\/p>\n","post_title":"Initial coaching interventions for Retrospectives","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"initial-coaching-interventions-for-retrospectives","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:04","post_modified_gmt":"2024-01-29 14:50:04","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3343","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3339,"post_author":"26","post_date":"2015-04-11 09:33:55","post_date_gmt":"2015-04-11 04:03:55","post_content":"\n
Teams new to Scrum have a product backlog. The backlog will be groomed to some degree, typically have clarity for up to one to two sprints. The priority will be clear, with fair amount of detail on the requirements. The estimates may be present, it could be story points or a masked form of an effort estimate.<\/p>\n\n\n\n
The Product Owner (PO), who is not co-located in most of the teams will participate in Sprint Planning and along with the Scrum Master and team pick a set of stories to be done in the Sprint. After this the team jumps into doing the work. Detailed Sprint Planning is given a miss as PO will not be available for the entire duration and the team reluctant to do task based estimate for variety of reasons, if they do it is done by a few senior members of the team.<\/p>\n\n\n\n
This is where the first intervention from coach is needed, coax them to do detailed planning i.e., break down the stories into tasks and corresponding effort estimates. Insist that the entire team be involved and ensure that they balance the work they are taking up with the capacity the team has. Here is where they get to see one of the characteristics of Scrum \u2013 uncovering the problems at the earliest, and as a coach one should ensure that they become aware of it.<\/p>\n\n\n\n
$\"Sprint_Plan_1\"$ <\/figure>\n\n\n\n
Few things they discover:
- there may not be enough Analysis\/Dev\/DBA\/QA capacity in the team
- some of the team may not be fully utilized
- as they break down stories to tasks they realize that some stories cannot be completed, due to external dependencies, that is unlikely to be fulfilled.
- they may require more information from the PO.
- lastly the entire team gains an understanding what is planned to be accomplished.<\/p>\n\n\n\n
And it is interesting to see how they work around this:
- make use of team members not fully utilized to accomplish some of the tasks.
- the above at times involves redistributing the work, so that team members volunteering outside their domain, can take up relatively simpler tasks.
- go back to PO\/stakeholders and try to get the dependencies resolved or pick another story, this one requires a push from coach.
- get clarity on requirements from PO, this has to happen the next day.
- re-adjust the sprint backlog taking the above into account.<\/p>\n\n\n\n
$\"Sprint_Plan_2\"$ <\/figure>\n\n\n\n
At times guidelines are adhered to, planning sessions is time-boxed, they assume that all planning needs to happen in one sitting. Here is where, as a coach, one has to make them see the \"why\" behind a particular step, \"what\" outcome is desired? The outcome of having a proper Sprint Plan is more important than accomplishing it a single time-boxed session.<\/p>\n\n\n\n
As they complete this they realize that in past sprints, they grappled with these issues, towards the end of the sprint. Now they have ample time to cope with it \u2013 the benefit of Scrum uncovering problems earlier is leveraged.<\/p>\n\n\n\n
There is reluctance to do task effort estimates. In the traditional planning task estimates are done for entire project even with some requirements not being clear. This would have resulted in lot of waste, this coupled with notion that agile means no planning is the major cause of the reluctance. As a coach, one needs to highlight that there is better clarity on requirements and it is being done for just a sprint, so there is no waste. The reluctance is also due to lack of understanding of the difference between story point, size and effort estimates, this needs to be addressed.<\/p>\n\n\n\n
At this juncture the team is ready to make and take on the commitment with higher confidence. You can see the related blog on retrospectives.<\/p>\n","post_title":"Initial coaching interventions for Sprint Planning","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"initial-coaching-interventions-for-sprint-planning","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:24","post_modified_gmt":"2024-01-29 14:50:24","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3339","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1519,"post_author":"33","post_date":"2014-11-09 12:15:54","post_date_gmt":"2014-11-09 06:45:54","post_content":"\n
$\"\"\/$ <\/figure>\n\n\n\n
  <\/p>\n\n\n\n
Leaders have only two jobs:<\/p>\n\n\n\n
1) Getting work done<\/p>\n\n\n\n
2) Growing the people<\/p>\n\n\n\n
Coaching as a leadership\/management style achieves both.<\/p>\n\n\n\n
With Command & Control approach, managers may get the work done in the short term, by force. But that might have negative impacts on the team in terms of :<\/p>\n\n\n\n
- Lack of ownership<\/p>\n\n\n\n
- Low motivation<\/p>\n\n\n\n
- Poor quality output<\/p>\n\n\n\n
- Low productivity<\/p>\n\n\n\n
- Missed schedules etc.<\/p>\n\n\n\n
Command & Control might also impact development of team members negatively. Teams might wait for manager to give instruction. They might hesitate to take initiative as it might get overruled by the manager. They might stop thinking new & innovative ideas as the manager will always tell them what to do.<\/p>\n\n\n\n
On the other hand, with Coaching as the leadership style, managers will empower the team members to come out with new ideas, solutions and encourage them to implement them. They will help the team members to discover their strengths by asking questions & challenging them. This builds motivation and ownership in the team members.<\/p>\n\n\n\n
Having said that, there are situations where Managers need to use command & control approaches. For example, in a fire fighting situation where extremely quick response in needed. There will be a need for different approaches for different team members \u2013 someone may need more directive input & constant oversight and someone may need a lot of freedom.<\/p>\n\n\n\n
A good leader is one who has high self awareness, self-regulation, self-motivation and empathy through which he\/she can sense and respond differently, in a conscious way, to different situations & different people.<\/p>\n\n\n\n
However, to be a good Leader, coaching way of management style should be the most natural approach and command & control should be the exception.<\/p>\n","post_title":"Coaching vs Command & Control style of Management","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"coaching-vs-command-control-style-of-management","to_ping":"","pinged":"","post_modified":"2024-01-29 15:34:20","post_modified_gmt":"2024-01-29 15:34:20","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1519","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1456,"post_author":"31","post_date":"2014-11-09 12:15:37","post_date_gmt":"2014-11-09 06:45:37","post_content":"\n
In an earlier article \u201cJourney of a coach \u2013 theory & practice (Part I)<\/a>, we introduced the \u201ccircles of influence\u201d which form the context (see diagram below) for coaching process.<\/p>\n\n\n\n
$\"image\"$ <\/a> The circles in the diagram above have a significant bearing on coaching effectiveness and need to be addressed by the coach using the theory of coaching (such as Whitmore\u2019s book on \u201cCoaching for Performance\u201d). In the case of some circles, the theory may \u201cend\u201d at some point and the coach will have \u201cinterpret\u201d and \u201cextend\u201d it for the specific coachee situation at hand.<\/p>\n\n\n\n
We covered the following in Part I of this article:<\/p>\n\n\n\n
\u00b7 Circle #1: Are all situations \u201ccoaching situations\u201d?<\/p>\n\n\n\n
\u00b7 Circle #2: Are people always receptive to coaching?<\/p>\n\n\n\n
In this Part II, we will cover the two remaining circles.<\/p>\n\n\n\n
Circle #3: Are coaches sometimes helpless?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
Circle #3 above regarding \u201cbeliefs, perceptions and personal circumstances\u201d can actually be quite a hard shell hindering coaching progress. But it is often an invisible hard shell because people will share only so much of their innermost beliefs and personal circumstances even though they are impacting their work performance. Coaches make chance discoveries of this shell in the Reality check part (that is, the current state of affairs that needs to improve to meet the Goal) of the Goal-Reality-Options-Will (GROW) model of Whitmore. Here are examples:<\/p>\n\n\n\n
\u00b7 A coachee once candidly admitted that he was himself the reason for his declining performance at work. The reason was that his family was going through his sister\u2019s painful divorce in the US and her life coming back to India. He just could not go about work as usual<\/p>\n\n\n\n
\u00b7 A second coachee had a lot of issues with his manager. He felt that the manager\u2019s lack of domain knowledge resulted in his not realizing & recognizing the value of the coachee\u2019s work. In addition, the coachee seemed to indicate that lack of recognition of his work had to do with his belonging to a minority religious community in India<\/p>\n\n\n\n
\u00b7 Yet another coachee told my colleague (also a Performance Coach) that her problems arose because her boss was an inveterate woman-hater<\/p>\n\n\n\n
These are situations of tight-rope walking for a performance coach! In situations of personal crisis, the coach may only help by sympathetic and patient listening. This may help the coachee more than one would think \u2013 just getting the problem \u201coff his chest\u201d often helps and relieves stress. Being less stressed, he may be able to come to grips with his personal predicament and deal with it better. However, coachee\u2019s entrenched beliefs on, say, religion and gender can be very challenging for the coach to deal with. Some deep-rooted beliefs may indicate pathology needing help from a trained therapist \u2013 far beyond the scope of performance coaching and the ability of the coach.<\/p>\n\n\n\n
Circle #4: Is the coachee\u2019s work environment conducive?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The last circle of influence is the coachee\u2019s work. Sometimes, people have told me that they are \u201cstuck\u201d in positions \u2013 say, \u201croutine\u201d software bug fixing and maintenance where there is really no scope for \u201clearning, enjoyment and fulfillment\u201d (you may like to read My Team is not motivated!!!<\/a> by my colleague Prasanna Moses on this). Most of us would agree that there is far less drudgery at work in today\u2019s knowledge-centric world than even just 30 years ago. We would also agree that there is no such thing as 100% \u201csexy\u201d work (unless of course, you are doing breakthrough work of your calling \u2013 say, in quantum computing). So, when coachees complain about their current work\/role and the lack of sexiness thereof, I ask them questions about what makes it boring, what they can do about it and so on \u2013 hopefully making them better aware of interesting possibilities in what they were doing. In some cases, people have hinted to me that they are considering quitting their \u201cboring\u201d job and looking for a reaction. Under such circumstances, to be fair to the coachee and to the coachee\u2019s employer (who is paying my fees!), I would say the best option is to ask the coachee questions exploring his rationale for leaving (without being judgmental on whether it is right or wrong) \u2013 like what does he think leaving the job will achieve, how will it get him closer to his goals, how is he sure that the same problems would not repeat themselves in the new organization and so on. The ultimate decision should be the coachee\u2019s based on introspection triggered by your questions. He may still choose to quit \u2013 but that is another matter! As far as you are concerned as a coach, you have played it fair & square. It is not unthinkable that you as the coach may actually agree with his rationale for seeking another job!<\/p>\n\n\n\n
A related aspect is also the organizational environment in which the coachee works \u2013 over & above his immediate work\/role discussed above. In sports coaching, the strong individual motivation is a given and the coachee has a great deal of control over what he can and cannot do to enhance his performance. The circumstances for software project managers are different. Their GROW model is in the context of an organization with its culture, policies, processes and so on. As a coach, I have encountered some real challenges here \u2013 the Project Manager may be aspiring to do something of value in his project but his line management and work environment may not be supportive. Some organizational policies can be insensitive to people and even draconian. In one software development organization, if project team members logged in less than 40 hours per week of approved work, there would be automatic cuts in their pay while the significant additional work needed at other times went scarcely noticed! How can one be expected to learn and enjoy their work in such an environment? In such cases, we do bring it up with the line management for addressing them and offer our help as well. To be honest, it worked sometimes and it did not in as many cases.<\/p>\n\n\n\n
In summary, as a practicing coach, you are bound to run into situations like the ones above which make you stop and ponder as to what extent theory can lead practice! You may need to introspect and think of newer ways of extending \u201ctheory\u201d or just use good old common sense and move on! At PM Power, we have the coaches\u2019 conclave where these situations are discussed to see how best to help the coachee considering all the circles of influence. It has significantly helped our coaches in specific situations and in honing their coaching skills in general.<\/p>\n\n\n\n
We invite you to share your coaching experiences (as a coach or a coachee) and we would be happy to share our perspectives which may be of help. You may reach us at info@pm-powerconsulting.com.<\/p>\n","post_title":"Journey of a coach - theory & practice (Part II)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-ii","to_ping":"","pinged":"","post_modified":"2024-01-29 10:54:32","post_modified_gmt":"2024-01-29 10:54:32","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1456","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1514,"post_author":"31","post_date":"2014-11-02 12:24:22","post_date_gmt":"2014-11-02 06:54:22","post_content":"\n
A speaker finishes a great speech \u2013 at least, HE thinks it is great! He then asks, \u201cAny questions?\u201d What does he expect? If I were him, I would expect the audience to demonstrate a level of understanding of what the speech was all about and ask meaningful questions - clarifying the ground covered and even extending from there.<\/p>\n\n\n\n
These are situations where one actually wants to be questioned to get a sense a satisfaction that the effort (the speech, in this case) has been worthwhile. But there are other situations where being questioned has a very negative connotation. It implies questioning the ability of the person being questioned or the work that he has done.<\/p>\n\n\n\n
The important thing is that the intent of questioning should be to seek understanding rather than putting down someone. Hence, even the tone of questioning is very important. Consider the difference between, \u201cWhy did you do THAT?\u201d and \u201cWhat are your reasons for doing THAT?\u201d<\/p>\n\n\n\n
The tone of the former question is judgmental while the same question asked differently demonstrates an openness and a neutral tone. The tone is important because it can either put people off & make them defensive or it can make them relaxed and explain their rationale for an idea or a course of action.<\/p>\n\n\n\n
From the above, it follows that there is a big difference between \u201cquestioning\u201d and \u201casking questions\u201d.<\/p>\n\n\n\n
$\"image\"$ <\/figure>\n\n\n\n
In the work context, a manager who adopts an approach of \u201casking questions\u201d enables an environment where his reportees apply their mind to the situation at hand and exercise their best judgment on the right course of action.<\/p>\n\n\n\n
The manager can use questions to expand the reportee\u2019s thinking and make him aware of aspects he may not have thought of (instead of just instructing him what to do).<\/p>\n\n\n\n
Hence asking questions contributes to the reportee\u2019s overall development and ability to deal with situations with minimal oversight. Equally important, it enables greater responsibility on the part of the reportee so that the implementation aspects of his suggestions are fully owned by him.<\/p>\n\n\n\n
Through this, the manager\u2019s time is also freed up from routine oversight functions to take up important but not urgent tasks.<\/p>\n\n\n\n
In a highly dynamic world, the approach of \u201casking questions\u201d is not just \u201ca nice to have\u201d but an imperative to empower people and ensure that the organization as a whole responds fast to changes in the environment.<\/p>\n\n\n\n
\u201cAsking questions\u201d is an essential part of the tool set of a coach who may be the line manager himself. You consciously adopt the approach for improving the \u201cawareness\u201d of the coachee and therefore, open his mind to his perceptions & other possibilities and take \u201cresponsibility\u201d for the options for actions that he chooses.<\/p>\n\n\n\n
Finally, adopting the approach of \u201casking questions\u201d needs a complementing skill which is ACTIVE listening. A coach cannot sustain a session of asking questions without actually listening well, understanding and re-phrasing of what the coachee says.<\/p>\n\n\n\n
As with most things in life, practice makes perfect \u2013 it takes time and experience to hone the approach of asking questions and the skill of active listening. But they can indeed be developed for individual and organizational benefit. The time to start is NOW!<\/p>\n","post_title":"Questioning and Asking Questions - what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"questioning-and-asking-questions-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:02","post_modified_gmt":"2024-01-29 10:55:02","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1514","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1448,"post_author":"31","post_date":"2014-11-02 06:59:09","post_date_gmt":"2014-11-02 01:29:09","post_content":"\n
This article is part of the series on \u201cJourney of a coach\u201d covering my experiences as a performance coach. You may have the read an earlier article in the series on \u201cJourney of a coach \u2013 the beginning\u201d<\/a>. The journey continues here...<\/p>\n\n\n\n
Yogi Berra, New York Yankees baseball player (arguably the best catcher of all time) said, \u201cIn theory, there is no difference between theory & practice. But in practice, there is!\u201d So, this article is about the theory & practice of coaching for performance \u2013 not baseball players but people managing software projects.<\/p>\n\n\n\n
In my context, the \u201ctheory\u201d was mostly \u201cCoaching for Performance\u201d by John Whitmore (by the way, there is another article of mine on Whitmore<\/a> if you are interested). The \u201cpractice\u201d was, of course, my actual experiences over the years.<\/p>\n\n\n\n
A caveat \u2013 I am not here to debunk theory and hail practice - as a cardiac surgeon might! I have a great deal of respect for Whitmore\u2019s book on Coaching for Performance. The book provided a solid reference and a practical guide for my work as a coach all these years.<\/p>\n\n\n\n
However, I do have my own \u201cinterpretations\u201d and \u201cextensions\u201d of the theory in actual practice which I wish to share. I will use the diagram below which shows the context for coaching.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
You can see the \u201ccircles of influence\u201d around the coachee which would have a bearing on coaching and its effectiveness. We will cover each of these circles with examples. Note that the coach\u2019s experience, beliefs and perceptions are also significant in the context in addition to his skills for coaching.<\/p>\n\n\n\n
Circle #1: Are all situations \u201ccoaching situations\u201d?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The first circle of influence is the coaching situation faced by the coachee at work. For example, it could be that he is recently promoted and finds gaining acceptance in his team a challenge.<\/p>\n\n\n\n
The question is whether all such work situations are amenable for coaching - whether you are the manager of the coachee or an external coach. If you follow the \u201ctheory\u201d (that is Whitmore), a coaching style can become the default management style of the entire organization for all occasions.<\/p>\n\n\n\n
In other words, all manager-reportee interactions can naturally follow the coaching style \u2013 the manager following the sequence of helping his reportee to identify the goal he is seeking to achieve, assess the current state of affairs, consider the available options to achieve the goal and making the commitment-making to make it happen.<\/p>\n\n\n\n
That is all very well, but what if you are a commando fighting a guerrilla war in a jungle and see a metal tube from the foliage pointing at you. Your commander (\u201cmanager\u201d) is not going to coach you through the situation, is he?<\/p>\n\n\n\n
There are also other equivalent (but less extreme) situations at work when time is of essence and all that the coachee needs is information or simple direction (like for example, how to balance staff loading in a project schedule).<\/p>\n\n\n\n
So, my interpretation of theory is that there is better pay-off of coaching in some situations than others. However, there are many, many work situations wherein the quality of work<\/b> or results<\/b> is very important, the learning<\/b> for the coachee very important and it is not an emergency<\/b>. Coaching is very relevant in those cases.<\/p>\n\n\n\n
Circle #2: Are people always receptive to coaching?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The next circle of influence is relating to how receptive people are to coaching even if their work situation was amenable for it.<\/p>\n\n\n\n
Are they motivated enough to become more aware<\/b> and take responsibility<\/b> by themselves and not just because their employer has enrolled them in a training & coaching program?<\/p>\n\n\n\n
Maslow\u2019s theory is that motivation is linked to the stage an individual is at in a hierarchy of needs (see diagram below from Whitmore\u2019s Coaching for Performance). Note that Whitmore has split Maslow\u2019s Esteem stage into two \u2013 Esteem from others and Self-esteem.<\/p>\n\n\n\n
At the stage of Esteem from others, one is looking \u201cexternal\u201d recognition and prestige as motivators. At the stage of Self-esteem, external motivators tend to become less important. More important is the need to make a difference and being empowered to do so enhancing self-esteem. This self-esteem stage is where coaching makes the biggest impact for personal growth.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
Source: Coaching for Performance by John Whitmore<\/i><\/p>\n\n\n\n
There are a few more \u201ccircles\u201d to cover which we will in Part II of the article.<\/p>\n\n\n\n
Till then...<\/p>\n","post_title":"Journey of a coach - theory & practice (Part I)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-i","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:34","post_modified_gmt":"2024-01-29 10:55:34","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1521,"post_author":"26","post_date":"2014-10-30 10:57:02","post_date_gmt":"2014-10-30 05:27:02","post_content":"\n
$\"Network_whenhow2\"$ <\/a><\/figure>\n\n\n\n
One is never without a network and if you are reading this - it may be more to know how to grow it and\/or to overcome obstacles, often due to one's level comfort with so called \"networking\".<\/p>\n\n\n\n
If you look at how you:<\/p>\n\n\n\n
\n
got the opportunity to work in your current position<\/li>\n\n\n\n
got into your college\/school<\/li>\n\n\n\n
got your house on rent or bought your apartment<\/li>\n<\/ul>\n\n\n\n
you will see that a network - formal, informal or virtual (internet based) was at play.<\/p>\n\n\n\n
I will focus on growing your professional network and a few simple steps for it and not delve into specifics of social media, as all of you would be familiar with it.<\/p>\n\n\n\n
First, start with your existing network - which will be your current and past colleagues, your college and school alumni, friends and family. See that you stay in touch with them, by meeting them up or electronically, if you are not in touch start right away. Sending greetings for important occasions, festivals and events is a good way to start. Make it a point to call a few of them over the commute\/ weekends and work on the complete list slowly and steadily, start at top the list again once you complete it.<\/p>\n\n\n\n
What if you need to ask for a reference or a favor from a person with whom you are not in regular touch. The best way to is to be honest, there is no point in coming up with a phony reason to get in touch with them and ask for what you want. Your honesty will be appreciated, after that do thank them and make an effort to stay in touch with them. See that your nurture this set of contacts where you have already made a start.<\/p>\n\n\n\n
Once, when I was looking out for a job using my network, I made it a point to call and thank all those who forwarded my resume to their contacts and I sent a book as a gift to thank all those contacts whose help took me to the interview stage. I did it without any motive and what amazed me was the warmth from these contacts in all my future interactions.<\/p>\n\n\n\n
Second area to focus on are the professional events - there will be events where your technical or managerial domain will be the focus. You may be sponsored\/encouraged by your organizations to attend them, do not let is pass citing an excuse of being busy. Do make time to attend a few of them. If you find that you do not have this opportunity then see that you find such events and enroll yourself.<\/p>\n\n\n\n
In my experience these events certainly help you make a few contacts, you will always find a few persons whom you will find interesting and knowledgeable and connect effortlessly. The key is to nurture this - see that you follow-up with a mail and\/or a call.<\/p>\n\n\n\n
If you are the type who feels inhibited to make an opening, then do not worry. I was advised by one of my mentors to just listen and not worry about talking and enjoy being there. If you listen and observe intently you will find yourself talking soon. Your focus on the interactions and not on your perceived ability, does the trick. Try it a couple of times and see for yourself.<\/p>\n\n\n\n
Lastly, for anything to succeed one has to have the desire, then comes the effort and discipline for achieving it. A small progress or a step with positive result, is the best encouragement for you to strive towards your goals. Do ponder on your actions and results to stay focused on continuing to do this.<\/p>\n\n\n\n
One related question I hear from many of my coachees is \"visibility\" within the organization. More on that in a later post.<\/p>\n","post_title":"Networking - when and how to begin?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"networking-when-and-how-to-begin","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:58","post_modified_gmt":"2024-01-29 14:50:58","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1521","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1517,"post_author":"30","post_date":"2014-10-29 09:30:26","post_date_gmt":"2014-10-29 04:00:26","post_content":"\n
$\"sell-it\"$ <\/a><\/figure>\n\n\n\n
As a child, I used to come up with various ideas for almost anything, and ask for Rs. 1000\/- per idea. Being a child, nobody would want to pay money, that too a thousand Rupees \u2013 but, I would get something else as an appreciation for my efforts. A toffee, a cone ice cream etc.<\/p>\n\n\n\n
Further on, when I used to be active in small groups, selling was more of ideas and to get the team to converge on something, that the group can take as an action.<\/p>\n\n\n\n
As a team leader, I needed to sell the vision of the project to the team, to get everybody\u2019s buy in.<\/p>\n\n\n\n
More recently, I have been in contact with many aspiring and active entrepreneurs. Selling is something that they do with every breath.<\/p>\n\n\n\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 10 of 12 Previous 1 … 9 10 11 12 Next

\n
The Daily Scrum is one ceremony that the teams following Scrum adopt quickly. There are some hiccups initially, which are sorted out, often with inputs from the coach\/guide. The ceremony is on time and at fixed time, occurs even if Scrum Master is not present, team members unable to attend do call in or provide an email update. Good going!<\/p>\n\n\n\n
Now slowly things change and either the updates become cryptic or verbose. After observing many teams go through this, what comes to my mind is a famous rhetorical question on delays in projects:<\/p>\n\n\n\n
Q: How does a project get delayed by a month?<\/em><\/p>\n\n\n\n
A: One day at a time.<\/em><\/p>\n\n\n\n
Now why am I quoting this here? Because something similar happens. The updates go towards cryptic or verbose as one person goes in that direction and that is not observed\/ corrected. The Scrum Master has a key role in ensuring that the scrum process is followed, he has to be alert to this.<\/p>\n\n\n\n
Here is a typical scenario:<\/p>\n\n\n\n
Mohan is working on a task TKS-210 and has had a bit of a struggle with it. His update in the daily scrum is:<\/p>\n\n\n\n
I was working on TKSK-210, will continue, no impediments. (Sigh.)<\/p>\n\n\n\n
This is accepted, i.e., no one asks any questions, maybe the team members understand the status.<\/p>\n\n\n\n
The next day update too is similar. Now it is likely that couple more team members shift to this style of update. There is an innate, unconscious tendency in humans to mimic, imitate or follow other people, which surfaces time to time. Very soon all updates become similar.<\/p>\n\n\n\n
The ideal update would include some information on -
How much work is done?
When the work is expected to complete?
If completing soon, the team member will certainly state what task he is planning to pick up next.<\/p>\n\n\n\n
Is it quite possible that the thinking on \u201cwhat next\u201d will not happen in the minds, and that is not good. There is a possibility that \u201cI will continue...\u201d kind of update will result in the person continue on task and not take up another, even if it were possible, as words said aloud influence thoughts\/thinking.<\/p>\n\n\n\n
So the Scrum Master and the team has to be alert to how the updates are provided. They can always ask questions to elicit relevant information.<\/p>\n\n\n\n
One practice that will help - is the updating of remaining hours on the task. This if done regularly, will surface in the Daily Scrum and result in update being more specific. If the remaining hours on a task is a fraction of the day, it prompts the team member to the \u201cwhat next\u201d thinking, and share the same.<\/p>\n\n\n\n
Do you have any similar experiences? Would like to hear them as well as your views.<\/p>\n","post_title":"Keeping Daily Scrum focused...","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"keeping-daily-scrum-focused","to_ping":"","pinged":"","post_modified":"2024-01-29 14:49:32","post_modified_gmt":"2024-01-29 14:49:32","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3510","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3343,"post_author":"26","post_date":"2015-05-15 09:38:10","post_date_gmt":"2015-05-15 04:08:10","post_content":"\n
As a coach, a recurring situation one faces, towards the end of the first sprint after the coaching has started, is the push and shove to the retrospective. After seemingly making the team understand that two key aspect of Agile Scrum are to surface the problems at the earliest<\/strong> and avoiding any kind of waste<\/strong>. I naively expected that the team will be eager to do the retrospective, but wiser now.<\/p>\n\n\n\n
$\"lookingback\"$ <\/figure>\n\n\n\n
<\/p>\n\n\n\n
The team will be scrambling to wrap up the work and close all stories to meet the sprint commitment made, the sprint will be kept open till the the very end and at times a few hours into the next sprint. The Sprint Planning for next sprint has to start, the Sprint Review needs to happen for stories to be closed, where is the time for retrospective? Can it be done next time?<\/p>\n\n\n\n
At times they combine Retrospective and Sprint Planning, which results in speeding through the retrospective and getting quickly into the planning. Add to this the different locations and time zones of the PO and Scrum Team. The retrospective at times is scheduled after Sprint Planning, which is anyway better than not having it at all.<\/p>\n\n\n\n
So here is how it goes, the three questions are asked, inputs collated and a mail sent to all stakeholders and the collated inputs made available in a common area. Very less focus on listening to each other and trying to resolve issues.<\/p>\n\n\n\n
The way I deal with this is that I share with the Scrum Master and team on how an ideal Retrospective should proceed and leave it to them to get close to it:
- Use post-its to capture what went well, stick on board, have one of team read all of it. Clarify any point that is not clear,
- Same for what did not go well,
- Same for what they would start to do,
- At this juncture prioritize the start to do\/action items and brainstorm, starting from top till the time runs out.<\/p>\n\n\n\n
This has worked well, teams typically identify one to three items and come up with reasonable details for implementing them. If required I remind them of these mid sprint, some steps are taken and progress made, this helps in them getting into the habit of doing retrospectives regularly.<\/p>\n\n\n\n
One more point to note is that a problem that seems \u201ca way of life\u201d, at end of first sprint may get some solutions, in the subsequent sprint. My reading of this is that the problem when noted first is annoying and frustrating, team is mentally tired to work on it. But when the same problem surfaces again, they are able to come up with a solution, as the frustration is vented in past.<\/p>\n\n\n\n
Let me share one example. This is to do with a scarce DBA resource causing stories to be re-opened due to delayed inputs\/review. At the end of first sprint they made note of this issue and came out strongly on \u201cthis how it is going to be\u201d, \u201cwe have escalated enough already in past\u201d. The issue surfaced again in next sprint, as it was discussed before, the emotions were in check. One of team suggested that we use the grooming pattern, i.e., plan\/do in advance. They figured out a way to deal with it.<\/p>\n\n\n\n
Another oft repeating issue is the frustration of not being able to close a story, because just the show and tell (demo) could not happen, or a build and test in correct environment was not completed due to big queue in CM. The team argues for closing the story, they feel that they are loosing story points for no fault of theirs. Here as a coach, one has to reinforce the concept of \u201cDone\u201d and revisit the concept of \u201cVelocity\u201d.<\/p>\n","post_title":"Initial coaching interventions for Retrospectives","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"initial-coaching-interventions-for-retrospectives","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:04","post_modified_gmt":"2024-01-29 14:50:04","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3343","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3339,"post_author":"26","post_date":"2015-04-11 09:33:55","post_date_gmt":"2015-04-11 04:03:55","post_content":"\n
Teams new to Scrum have a product backlog. The backlog will be groomed to some degree, typically have clarity for up to one to two sprints. The priority will be clear, with fair amount of detail on the requirements. The estimates may be present, it could be story points or a masked form of an effort estimate.<\/p>\n\n\n\n
The Product Owner (PO), who is not co-located in most of the teams will participate in Sprint Planning and along with the Scrum Master and team pick a set of stories to be done in the Sprint. After this the team jumps into doing the work. Detailed Sprint Planning is given a miss as PO will not be available for the entire duration and the team reluctant to do task based estimate for variety of reasons, if they do it is done by a few senior members of the team.<\/p>\n\n\n\n
This is where the first intervention from coach is needed, coax them to do detailed planning i.e., break down the stories into tasks and corresponding effort estimates. Insist that the entire team be involved and ensure that they balance the work they are taking up with the capacity the team has. Here is where they get to see one of the characteristics of Scrum \u2013 uncovering the problems at the earliest, and as a coach one should ensure that they become aware of it.<\/p>\n\n\n\n
$\"Sprint_Plan_1\"$ <\/figure>\n\n\n\n
Few things they discover:
- there may not be enough Analysis\/Dev\/DBA\/QA capacity in the team
- some of the team may not be fully utilized
- as they break down stories to tasks they realize that some stories cannot be completed, due to external dependencies, that is unlikely to be fulfilled.
- they may require more information from the PO.
- lastly the entire team gains an understanding what is planned to be accomplished.<\/p>\n\n\n\n
And it is interesting to see how they work around this:
- make use of team members not fully utilized to accomplish some of the tasks.
- the above at times involves redistributing the work, so that team members volunteering outside their domain, can take up relatively simpler tasks.
- go back to PO\/stakeholders and try to get the dependencies resolved or pick another story, this one requires a push from coach.
- get clarity on requirements from PO, this has to happen the next day.
- re-adjust the sprint backlog taking the above into account.<\/p>\n\n\n\n
$\"Sprint_Plan_2\"$ <\/figure>\n\n\n\n
At times guidelines are adhered to, planning sessions is time-boxed, they assume that all planning needs to happen in one sitting. Here is where, as a coach, one has to make them see the \"why\" behind a particular step, \"what\" outcome is desired? The outcome of having a proper Sprint Plan is more important than accomplishing it a single time-boxed session.<\/p>\n\n\n\n
As they complete this they realize that in past sprints, they grappled with these issues, towards the end of the sprint. Now they have ample time to cope with it \u2013 the benefit of Scrum uncovering problems earlier is leveraged.<\/p>\n\n\n\n
There is reluctance to do task effort estimates. In the traditional planning task estimates are done for entire project even with some requirements not being clear. This would have resulted in lot of waste, this coupled with notion that agile means no planning is the major cause of the reluctance. As a coach, one needs to highlight that there is better clarity on requirements and it is being done for just a sprint, so there is no waste. The reluctance is also due to lack of understanding of the difference between story point, size and effort estimates, this needs to be addressed.<\/p>\n\n\n\n
At this juncture the team is ready to make and take on the commitment with higher confidence. You can see the related blog on retrospectives.<\/p>\n","post_title":"Initial coaching interventions for Sprint Planning","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"initial-coaching-interventions-for-sprint-planning","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:24","post_modified_gmt":"2024-01-29 14:50:24","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3339","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1519,"post_author":"33","post_date":"2014-11-09 12:15:54","post_date_gmt":"2014-11-09 06:45:54","post_content":"\n
$\"\"\/$ <\/figure>\n\n\n\n
  <\/p>\n\n\n\n
Leaders have only two jobs:<\/p>\n\n\n\n
1) Getting work done<\/p>\n\n\n\n
2) Growing the people<\/p>\n\n\n\n
Coaching as a leadership\/management style achieves both.<\/p>\n\n\n\n
With Command & Control approach, managers may get the work done in the short term, by force. But that might have negative impacts on the team in terms of :<\/p>\n\n\n\n
- Lack of ownership<\/p>\n\n\n\n
- Low motivation<\/p>\n\n\n\n
- Poor quality output<\/p>\n\n\n\n
- Low productivity<\/p>\n\n\n\n
- Missed schedules etc.<\/p>\n\n\n\n
Command & Control might also impact development of team members negatively. Teams might wait for manager to give instruction. They might hesitate to take initiative as it might get overruled by the manager. They might stop thinking new & innovative ideas as the manager will always tell them what to do.<\/p>\n\n\n\n
On the other hand, with Coaching as the leadership style, managers will empower the team members to come out with new ideas, solutions and encourage them to implement them. They will help the team members to discover their strengths by asking questions & challenging them. This builds motivation and ownership in the team members.<\/p>\n\n\n\n
Having said that, there are situations where Managers need to use command & control approaches. For example, in a fire fighting situation where extremely quick response in needed. There will be a need for different approaches for different team members \u2013 someone may need more directive input & constant oversight and someone may need a lot of freedom.<\/p>\n\n\n\n
A good leader is one who has high self awareness, self-regulation, self-motivation and empathy through which he\/she can sense and respond differently, in a conscious way, to different situations & different people.<\/p>\n\n\n\n
However, to be a good Leader, coaching way of management style should be the most natural approach and command & control should be the exception.<\/p>\n","post_title":"Coaching vs Command & Control style of Management","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"coaching-vs-command-control-style-of-management","to_ping":"","pinged":"","post_modified":"2024-01-29 15:34:20","post_modified_gmt":"2024-01-29 15:34:20","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1519","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1456,"post_author":"31","post_date":"2014-11-09 12:15:37","post_date_gmt":"2014-11-09 06:45:37","post_content":"\n
In an earlier article \u201cJourney of a coach \u2013 theory & practice (Part I)<\/a>, we introduced the \u201ccircles of influence\u201d which form the context (see diagram below) for coaching process.<\/p>\n\n\n\n
$\"image\"$ <\/a> The circles in the diagram above have a significant bearing on coaching effectiveness and need to be addressed by the coach using the theory of coaching (such as Whitmore\u2019s book on \u201cCoaching for Performance\u201d). In the case of some circles, the theory may \u201cend\u201d at some point and the coach will have \u201cinterpret\u201d and \u201cextend\u201d it for the specific coachee situation at hand.<\/p>\n\n\n\n
We covered the following in Part I of this article:<\/p>\n\n\n\n
\u00b7 Circle #1: Are all situations \u201ccoaching situations\u201d?<\/p>\n\n\n\n
\u00b7 Circle #2: Are people always receptive to coaching?<\/p>\n\n\n\n
In this Part II, we will cover the two remaining circles.<\/p>\n\n\n\n
Circle #3: Are coaches sometimes helpless?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
Circle #3 above regarding \u201cbeliefs, perceptions and personal circumstances\u201d can actually be quite a hard shell hindering coaching progress. But it is often an invisible hard shell because people will share only so much of their innermost beliefs and personal circumstances even though they are impacting their work performance. Coaches make chance discoveries of this shell in the Reality check part (that is, the current state of affairs that needs to improve to meet the Goal) of the Goal-Reality-Options-Will (GROW) model of Whitmore. Here are examples:<\/p>\n\n\n\n
\u00b7 A coachee once candidly admitted that he was himself the reason for his declining performance at work. The reason was that his family was going through his sister\u2019s painful divorce in the US and her life coming back to India. He just could not go about work as usual<\/p>\n\n\n\n
\u00b7 A second coachee had a lot of issues with his manager. He felt that the manager\u2019s lack of domain knowledge resulted in his not realizing & recognizing the value of the coachee\u2019s work. In addition, the coachee seemed to indicate that lack of recognition of his work had to do with his belonging to a minority religious community in India<\/p>\n\n\n\n
\u00b7 Yet another coachee told my colleague (also a Performance Coach) that her problems arose because her boss was an inveterate woman-hater<\/p>\n\n\n\n
These are situations of tight-rope walking for a performance coach! In situations of personal crisis, the coach may only help by sympathetic and patient listening. This may help the coachee more than one would think \u2013 just getting the problem \u201coff his chest\u201d often helps and relieves stress. Being less stressed, he may be able to come to grips with his personal predicament and deal with it better. However, coachee\u2019s entrenched beliefs on, say, religion and gender can be very challenging for the coach to deal with. Some deep-rooted beliefs may indicate pathology needing help from a trained therapist \u2013 far beyond the scope of performance coaching and the ability of the coach.<\/p>\n\n\n\n
Circle #4: Is the coachee\u2019s work environment conducive?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The last circle of influence is the coachee\u2019s work. Sometimes, people have told me that they are \u201cstuck\u201d in positions \u2013 say, \u201croutine\u201d software bug fixing and maintenance where there is really no scope for \u201clearning, enjoyment and fulfillment\u201d (you may like to read My Team is not motivated!!!<\/a> by my colleague Prasanna Moses on this). Most of us would agree that there is far less drudgery at work in today\u2019s knowledge-centric world than even just 30 years ago. We would also agree that there is no such thing as 100% \u201csexy\u201d work (unless of course, you are doing breakthrough work of your calling \u2013 say, in quantum computing). So, when coachees complain about their current work\/role and the lack of sexiness thereof, I ask them questions about what makes it boring, what they can do about it and so on \u2013 hopefully making them better aware of interesting possibilities in what they were doing. In some cases, people have hinted to me that they are considering quitting their \u201cboring\u201d job and looking for a reaction. Under such circumstances, to be fair to the coachee and to the coachee\u2019s employer (who is paying my fees!), I would say the best option is to ask the coachee questions exploring his rationale for leaving (without being judgmental on whether it is right or wrong) \u2013 like what does he think leaving the job will achieve, how will it get him closer to his goals, how is he sure that the same problems would not repeat themselves in the new organization and so on. The ultimate decision should be the coachee\u2019s based on introspection triggered by your questions. He may still choose to quit \u2013 but that is another matter! As far as you are concerned as a coach, you have played it fair & square. It is not unthinkable that you as the coach may actually agree with his rationale for seeking another job!<\/p>\n\n\n\n
A related aspect is also the organizational environment in which the coachee works \u2013 over & above his immediate work\/role discussed above. In sports coaching, the strong individual motivation is a given and the coachee has a great deal of control over what he can and cannot do to enhance his performance. The circumstances for software project managers are different. Their GROW model is in the context of an organization with its culture, policies, processes and so on. As a coach, I have encountered some real challenges here \u2013 the Project Manager may be aspiring to do something of value in his project but his line management and work environment may not be supportive. Some organizational policies can be insensitive to people and even draconian. In one software development organization, if project team members logged in less than 40 hours per week of approved work, there would be automatic cuts in their pay while the significant additional work needed at other times went scarcely noticed! How can one be expected to learn and enjoy their work in such an environment? In such cases, we do bring it up with the line management for addressing them and offer our help as well. To be honest, it worked sometimes and it did not in as many cases.<\/p>\n\n\n\n
In summary, as a practicing coach, you are bound to run into situations like the ones above which make you stop and ponder as to what extent theory can lead practice! You may need to introspect and think of newer ways of extending \u201ctheory\u201d or just use good old common sense and move on! At PM Power, we have the coaches\u2019 conclave where these situations are discussed to see how best to help the coachee considering all the circles of influence. It has significantly helped our coaches in specific situations and in honing their coaching skills in general.<\/p>\n\n\n\n
We invite you to share your coaching experiences (as a coach or a coachee) and we would be happy to share our perspectives which may be of help. You may reach us at info@pm-powerconsulting.com.<\/p>\n","post_title":"Journey of a coach - theory & practice (Part II)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-ii","to_ping":"","pinged":"","post_modified":"2024-01-29 10:54:32","post_modified_gmt":"2024-01-29 10:54:32","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1456","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1514,"post_author":"31","post_date":"2014-11-02 12:24:22","post_date_gmt":"2014-11-02 06:54:22","post_content":"\n
A speaker finishes a great speech \u2013 at least, HE thinks it is great! He then asks, \u201cAny questions?\u201d What does he expect? If I were him, I would expect the audience to demonstrate a level of understanding of what the speech was all about and ask meaningful questions - clarifying the ground covered and even extending from there.<\/p>\n\n\n\n
These are situations where one actually wants to be questioned to get a sense a satisfaction that the effort (the speech, in this case) has been worthwhile. But there are other situations where being questioned has a very negative connotation. It implies questioning the ability of the person being questioned or the work that he has done.<\/p>\n\n\n\n
The important thing is that the intent of questioning should be to seek understanding rather than putting down someone. Hence, even the tone of questioning is very important. Consider the difference between, \u201cWhy did you do THAT?\u201d and \u201cWhat are your reasons for doing THAT?\u201d<\/p>\n\n\n\n
The tone of the former question is judgmental while the same question asked differently demonstrates an openness and a neutral tone. The tone is important because it can either put people off & make them defensive or it can make them relaxed and explain their rationale for an idea or a course of action.<\/p>\n\n\n\n
From the above, it follows that there is a big difference between \u201cquestioning\u201d and \u201casking questions\u201d.<\/p>\n\n\n\n
$\"image\"$ <\/figure>\n\n\n\n
In the work context, a manager who adopts an approach of \u201casking questions\u201d enables an environment where his reportees apply their mind to the situation at hand and exercise their best judgment on the right course of action.<\/p>\n\n\n\n
The manager can use questions to expand the reportee\u2019s thinking and make him aware of aspects he may not have thought of (instead of just instructing him what to do).<\/p>\n\n\n\n
Hence asking questions contributes to the reportee\u2019s overall development and ability to deal with situations with minimal oversight. Equally important, it enables greater responsibility on the part of the reportee so that the implementation aspects of his suggestions are fully owned by him.<\/p>\n\n\n\n
Through this, the manager\u2019s time is also freed up from routine oversight functions to take up important but not urgent tasks.<\/p>\n\n\n\n
In a highly dynamic world, the approach of \u201casking questions\u201d is not just \u201ca nice to have\u201d but an imperative to empower people and ensure that the organization as a whole responds fast to changes in the environment.<\/p>\n\n\n\n
\u201cAsking questions\u201d is an essential part of the tool set of a coach who may be the line manager himself. You consciously adopt the approach for improving the \u201cawareness\u201d of the coachee and therefore, open his mind to his perceptions & other possibilities and take \u201cresponsibility\u201d for the options for actions that he chooses.<\/p>\n\n\n\n
Finally, adopting the approach of \u201casking questions\u201d needs a complementing skill which is ACTIVE listening. A coach cannot sustain a session of asking questions without actually listening well, understanding and re-phrasing of what the coachee says.<\/p>\n\n\n\n
As with most things in life, practice makes perfect \u2013 it takes time and experience to hone the approach of asking questions and the skill of active listening. But they can indeed be developed for individual and organizational benefit. The time to start is NOW!<\/p>\n","post_title":"Questioning and Asking Questions - what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"questioning-and-asking-questions-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:02","post_modified_gmt":"2024-01-29 10:55:02","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1514","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1448,"post_author":"31","post_date":"2014-11-02 06:59:09","post_date_gmt":"2014-11-02 01:29:09","post_content":"\n
This article is part of the series on \u201cJourney of a coach\u201d covering my experiences as a performance coach. You may have the read an earlier article in the series on \u201cJourney of a coach \u2013 the beginning\u201d<\/a>. The journey continues here...<\/p>\n\n\n\n
Yogi Berra, New York Yankees baseball player (arguably the best catcher of all time) said, \u201cIn theory, there is no difference between theory & practice. But in practice, there is!\u201d So, this article is about the theory & practice of coaching for performance \u2013 not baseball players but people managing software projects.<\/p>\n\n\n\n
In my context, the \u201ctheory\u201d was mostly \u201cCoaching for Performance\u201d by John Whitmore (by the way, there is another article of mine on Whitmore<\/a> if you are interested). The \u201cpractice\u201d was, of course, my actual experiences over the years.<\/p>\n\n\n\n
A caveat \u2013 I am not here to debunk theory and hail practice - as a cardiac surgeon might! I have a great deal of respect for Whitmore\u2019s book on Coaching for Performance. The book provided a solid reference and a practical guide for my work as a coach all these years.<\/p>\n\n\n\n
However, I do have my own \u201cinterpretations\u201d and \u201cextensions\u201d of the theory in actual practice which I wish to share. I will use the diagram below which shows the context for coaching.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
You can see the \u201ccircles of influence\u201d around the coachee which would have a bearing on coaching and its effectiveness. We will cover each of these circles with examples. Note that the coach\u2019s experience, beliefs and perceptions are also significant in the context in addition to his skills for coaching.<\/p>\n\n\n\n
Circle #1: Are all situations \u201ccoaching situations\u201d?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The first circle of influence is the coaching situation faced by the coachee at work. For example, it could be that he is recently promoted and finds gaining acceptance in his team a challenge.<\/p>\n\n\n\n
The question is whether all such work situations are amenable for coaching - whether you are the manager of the coachee or an external coach. If you follow the \u201ctheory\u201d (that is Whitmore), a coaching style can become the default management style of the entire organization for all occasions.<\/p>\n\n\n\n
In other words, all manager-reportee interactions can naturally follow the coaching style \u2013 the manager following the sequence of helping his reportee to identify the goal he is seeking to achieve, assess the current state of affairs, consider the available options to achieve the goal and making the commitment-making to make it happen.<\/p>\n\n\n\n
That is all very well, but what if you are a commando fighting a guerrilla war in a jungle and see a metal tube from the foliage pointing at you. Your commander (\u201cmanager\u201d) is not going to coach you through the situation, is he?<\/p>\n\n\n\n
There are also other equivalent (but less extreme) situations at work when time is of essence and all that the coachee needs is information or simple direction (like for example, how to balance staff loading in a project schedule).<\/p>\n\n\n\n
So, my interpretation of theory is that there is better pay-off of coaching in some situations than others. However, there are many, many work situations wherein the quality of work<\/b> or results<\/b> is very important, the learning<\/b> for the coachee very important and it is not an emergency<\/b>. Coaching is very relevant in those cases.<\/p>\n\n\n\n
Circle #2: Are people always receptive to coaching?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The next circle of influence is relating to how receptive people are to coaching even if their work situation was amenable for it.<\/p>\n\n\n\n
Are they motivated enough to become more aware<\/b> and take responsibility<\/b> by themselves and not just because their employer has enrolled them in a training & coaching program?<\/p>\n\n\n\n
Maslow\u2019s theory is that motivation is linked to the stage an individual is at in a hierarchy of needs (see diagram below from Whitmore\u2019s Coaching for Performance). Note that Whitmore has split Maslow\u2019s Esteem stage into two \u2013 Esteem from others and Self-esteem.<\/p>\n\n\n\n
At the stage of Esteem from others, one is looking \u201cexternal\u201d recognition and prestige as motivators. At the stage of Self-esteem, external motivators tend to become less important. More important is the need to make a difference and being empowered to do so enhancing self-esteem. This self-esteem stage is where coaching makes the biggest impact for personal growth.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
Source: Coaching for Performance by John Whitmore<\/i><\/p>\n\n\n\n
There are a few more \u201ccircles\u201d to cover which we will in Part II of the article.<\/p>\n\n\n\n
Till then...<\/p>\n","post_title":"Journey of a coach - theory & practice (Part I)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-i","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:34","post_modified_gmt":"2024-01-29 10:55:34","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1521,"post_author":"26","post_date":"2014-10-30 10:57:02","post_date_gmt":"2014-10-30 05:27:02","post_content":"\n
$\"Network_whenhow2\"$ <\/a><\/figure>\n\n\n\n
One is never without a network and if you are reading this - it may be more to know how to grow it and\/or to overcome obstacles, often due to one's level comfort with so called \"networking\".<\/p>\n\n\n\n
If you look at how you:<\/p>\n\n\n\n
\n
got the opportunity to work in your current position<\/li>\n\n\n\n
got into your college\/school<\/li>\n\n\n\n
got your house on rent or bought your apartment<\/li>\n<\/ul>\n\n\n\n
you will see that a network - formal, informal or virtual (internet based) was at play.<\/p>\n\n\n\n
I will focus on growing your professional network and a few simple steps for it and not delve into specifics of social media, as all of you would be familiar with it.<\/p>\n\n\n\n
First, start with your existing network - which will be your current and past colleagues, your college and school alumni, friends and family. See that you stay in touch with them, by meeting them up or electronically, if you are not in touch start right away. Sending greetings for important occasions, festivals and events is a good way to start. Make it a point to call a few of them over the commute\/ weekends and work on the complete list slowly and steadily, start at top the list again once you complete it.<\/p>\n\n\n\n
What if you need to ask for a reference or a favor from a person with whom you are not in regular touch. The best way to is to be honest, there is no point in coming up with a phony reason to get in touch with them and ask for what you want. Your honesty will be appreciated, after that do thank them and make an effort to stay in touch with them. See that your nurture this set of contacts where you have already made a start.<\/p>\n\n\n\n
Once, when I was looking out for a job using my network, I made it a point to call and thank all those who forwarded my resume to their contacts and I sent a book as a gift to thank all those contacts whose help took me to the interview stage. I did it without any motive and what amazed me was the warmth from these contacts in all my future interactions.<\/p>\n\n\n\n
Second area to focus on are the professional events - there will be events where your technical or managerial domain will be the focus. You may be sponsored\/encouraged by your organizations to attend them, do not let is pass citing an excuse of being busy. Do make time to attend a few of them. If you find that you do not have this opportunity then see that you find such events and enroll yourself.<\/p>\n\n\n\n
In my experience these events certainly help you make a few contacts, you will always find a few persons whom you will find interesting and knowledgeable and connect effortlessly. The key is to nurture this - see that you follow-up with a mail and\/or a call.<\/p>\n\n\n\n
If you are the type who feels inhibited to make an opening, then do not worry. I was advised by one of my mentors to just listen and not worry about talking and enjoy being there. If you listen and observe intently you will find yourself talking soon. Your focus on the interactions and not on your perceived ability, does the trick. Try it a couple of times and see for yourself.<\/p>\n\n\n\n
Lastly, for anything to succeed one has to have the desire, then comes the effort and discipline for achieving it. A small progress or a step with positive result, is the best encouragement for you to strive towards your goals. Do ponder on your actions and results to stay focused on continuing to do this.<\/p>\n\n\n\n
One related question I hear from many of my coachees is \"visibility\" within the organization. More on that in a later post.<\/p>\n","post_title":"Networking - when and how to begin?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"networking-when-and-how-to-begin","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:58","post_modified_gmt":"2024-01-29 14:50:58","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1521","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1517,"post_author":"30","post_date":"2014-10-29 09:30:26","post_date_gmt":"2014-10-29 04:00:26","post_content":"\n
$\"sell-it\"$ <\/a><\/figure>\n\n\n\n
As a child, I used to come up with various ideas for almost anything, and ask for Rs. 1000\/- per idea. Being a child, nobody would want to pay money, that too a thousand Rupees \u2013 but, I would get something else as an appreciation for my efforts. A toffee, a cone ice cream etc.<\/p>\n\n\n\n
Further on, when I used to be active in small groups, selling was more of ideas and to get the team to converge on something, that the group can take as an action.<\/p>\n\n\n\n
As a team leader, I needed to sell the vision of the project to the team, to get everybody\u2019s buy in.<\/p>\n\n\n\n
More recently, I have been in contact with many aspiring and active entrepreneurs. Selling is something that they do with every breath.<\/p>\n\n\n\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 10 of 12 Previous 1 … 9 10 11 12 Next

\n
$\"Cryptic$ <\/a>
Cryptic daily stand up<\/figcaption><\/figure>\n\n\n\n
The Daily Scrum is one ceremony that the teams following Scrum adopt quickly. There are some hiccups initially, which are sorted out, often with inputs from the coach\/guide. The ceremony is on time and at fixed time, occurs even if Scrum Master is not present, team members unable to attend do call in or provide an email update. Good going!<\/p>\n\n\n\n
Now slowly things change and either the updates become cryptic or verbose. After observing many teams go through this, what comes to my mind is a famous rhetorical question on delays in projects:<\/p>\n\n\n\n
Q: How does a project get delayed by a month?<\/em><\/p>\n\n\n\n
A: One day at a time.<\/em><\/p>\n\n\n\n
Now why am I quoting this here? Because something similar happens. The updates go towards cryptic or verbose as one person goes in that direction and that is not observed\/ corrected. The Scrum Master has a key role in ensuring that the scrum process is followed, he has to be alert to this.<\/p>\n\n\n\n
Here is a typical scenario:<\/p>\n\n\n\n
Mohan is working on a task TKS-210 and has had a bit of a struggle with it. His update in the daily scrum is:<\/p>\n\n\n\n
I was working on TKSK-210, will continue, no impediments. (Sigh.)<\/p>\n\n\n\n
This is accepted, i.e., no one asks any questions, maybe the team members understand the status.<\/p>\n\n\n\n
The next day update too is similar. Now it is likely that couple more team members shift to this style of update. There is an innate, unconscious tendency in humans to mimic, imitate or follow other people, which surfaces time to time. Very soon all updates become similar.<\/p>\n\n\n\n
The ideal update would include some information on -
How much work is done?
When the work is expected to complete?
If completing soon, the team member will certainly state what task he is planning to pick up next.<\/p>\n\n\n\n
Is it quite possible that the thinking on \u201cwhat next\u201d will not happen in the minds, and that is not good. There is a possibility that \u201cI will continue...\u201d kind of update will result in the person continue on task and not take up another, even if it were possible, as words said aloud influence thoughts\/thinking.<\/p>\n\n\n\n
So the Scrum Master and the team has to be alert to how the updates are provided. They can always ask questions to elicit relevant information.<\/p>\n\n\n\n
One practice that will help - is the updating of remaining hours on the task. This if done regularly, will surface in the Daily Scrum and result in update being more specific. If the remaining hours on a task is a fraction of the day, it prompts the team member to the \u201cwhat next\u201d thinking, and share the same.<\/p>\n\n\n\n
Do you have any similar experiences? Would like to hear them as well as your views.<\/p>\n","post_title":"Keeping Daily Scrum focused...","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"keeping-daily-scrum-focused","to_ping":"","pinged":"","post_modified":"2024-01-29 14:49:32","post_modified_gmt":"2024-01-29 14:49:32","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3510","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3343,"post_author":"26","post_date":"2015-05-15 09:38:10","post_date_gmt":"2015-05-15 04:08:10","post_content":"\n
As a coach, a recurring situation one faces, towards the end of the first sprint after the coaching has started, is the push and shove to the retrospective. After seemingly making the team understand that two key aspect of Agile Scrum are to surface the problems at the earliest<\/strong> and avoiding any kind of waste<\/strong>. I naively expected that the team will be eager to do the retrospective, but wiser now.<\/p>\n\n\n\n
$\"lookingback\"$ <\/figure>\n\n\n\n
<\/p>\n\n\n\n
The team will be scrambling to wrap up the work and close all stories to meet the sprint commitment made, the sprint will be kept open till the the very end and at times a few hours into the next sprint. The Sprint Planning for next sprint has to start, the Sprint Review needs to happen for stories to be closed, where is the time for retrospective? Can it be done next time?<\/p>\n\n\n\n
At times they combine Retrospective and Sprint Planning, which results in speeding through the retrospective and getting quickly into the planning. Add to this the different locations and time zones of the PO and Scrum Team. The retrospective at times is scheduled after Sprint Planning, which is anyway better than not having it at all.<\/p>\n\n\n\n
So here is how it goes, the three questions are asked, inputs collated and a mail sent to all stakeholders and the collated inputs made available in a common area. Very less focus on listening to each other and trying to resolve issues.<\/p>\n\n\n\n
The way I deal with this is that I share with the Scrum Master and team on how an ideal Retrospective should proceed and leave it to them to get close to it:
- Use post-its to capture what went well, stick on board, have one of team read all of it. Clarify any point that is not clear,
- Same for what did not go well,
- Same for what they would start to do,
- At this juncture prioritize the start to do\/action items and brainstorm, starting from top till the time runs out.<\/p>\n\n\n\n
This has worked well, teams typically identify one to three items and come up with reasonable details for implementing them. If required I remind them of these mid sprint, some steps are taken and progress made, this helps in them getting into the habit of doing retrospectives regularly.<\/p>\n\n\n\n
One more point to note is that a problem that seems \u201ca way of life\u201d, at end of first sprint may get some solutions, in the subsequent sprint. My reading of this is that the problem when noted first is annoying and frustrating, team is mentally tired to work on it. But when the same problem surfaces again, they are able to come up with a solution, as the frustration is vented in past.<\/p>\n\n\n\n
Let me share one example. This is to do with a scarce DBA resource causing stories to be re-opened due to delayed inputs\/review. At the end of first sprint they made note of this issue and came out strongly on \u201cthis how it is going to be\u201d, \u201cwe have escalated enough already in past\u201d. The issue surfaced again in next sprint, as it was discussed before, the emotions were in check. One of team suggested that we use the grooming pattern, i.e., plan\/do in advance. They figured out a way to deal with it.<\/p>\n\n\n\n
Another oft repeating issue is the frustration of not being able to close a story, because just the show and tell (demo) could not happen, or a build and test in correct environment was not completed due to big queue in CM. The team argues for closing the story, they feel that they are loosing story points for no fault of theirs. Here as a coach, one has to reinforce the concept of \u201cDone\u201d and revisit the concept of \u201cVelocity\u201d.<\/p>\n","post_title":"Initial coaching interventions for Retrospectives","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"initial-coaching-interventions-for-retrospectives","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:04","post_modified_gmt":"2024-01-29 14:50:04","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3343","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3339,"post_author":"26","post_date":"2015-04-11 09:33:55","post_date_gmt":"2015-04-11 04:03:55","post_content":"\n
Teams new to Scrum have a product backlog. The backlog will be groomed to some degree, typically have clarity for up to one to two sprints. The priority will be clear, with fair amount of detail on the requirements. The estimates may be present, it could be story points or a masked form of an effort estimate.<\/p>\n\n\n\n
The Product Owner (PO), who is not co-located in most of the teams will participate in Sprint Planning and along with the Scrum Master and team pick a set of stories to be done in the Sprint. After this the team jumps into doing the work. Detailed Sprint Planning is given a miss as PO will not be available for the entire duration and the team reluctant to do task based estimate for variety of reasons, if they do it is done by a few senior members of the team.<\/p>\n\n\n\n
This is where the first intervention from coach is needed, coax them to do detailed planning i.e., break down the stories into tasks and corresponding effort estimates. Insist that the entire team be involved and ensure that they balance the work they are taking up with the capacity the team has. Here is where they get to see one of the characteristics of Scrum \u2013 uncovering the problems at the earliest, and as a coach one should ensure that they become aware of it.<\/p>\n\n\n\n
$\"Sprint_Plan_1\"$ <\/figure>\n\n\n\n
Few things they discover:
- there may not be enough Analysis\/Dev\/DBA\/QA capacity in the team
- some of the team may not be fully utilized
- as they break down stories to tasks they realize that some stories cannot be completed, due to external dependencies, that is unlikely to be fulfilled.
- they may require more information from the PO.
- lastly the entire team gains an understanding what is planned to be accomplished.<\/p>\n\n\n\n
And it is interesting to see how they work around this:
- make use of team members not fully utilized to accomplish some of the tasks.
- the above at times involves redistributing the work, so that team members volunteering outside their domain, can take up relatively simpler tasks.
- go back to PO\/stakeholders and try to get the dependencies resolved or pick another story, this one requires a push from coach.
- get clarity on requirements from PO, this has to happen the next day.
- re-adjust the sprint backlog taking the above into account.<\/p>\n\n\n\n
$\"Sprint_Plan_2\"$ <\/figure>\n\n\n\n
At times guidelines are adhered to, planning sessions is time-boxed, they assume that all planning needs to happen in one sitting. Here is where, as a coach, one has to make them see the \"why\" behind a particular step, \"what\" outcome is desired? The outcome of having a proper Sprint Plan is more important than accomplishing it a single time-boxed session.<\/p>\n\n\n\n
As they complete this they realize that in past sprints, they grappled with these issues, towards the end of the sprint. Now they have ample time to cope with it \u2013 the benefit of Scrum uncovering problems earlier is leveraged.<\/p>\n\n\n\n
There is reluctance to do task effort estimates. In the traditional planning task estimates are done for entire project even with some requirements not being clear. This would have resulted in lot of waste, this coupled with notion that agile means no planning is the major cause of the reluctance. As a coach, one needs to highlight that there is better clarity on requirements and it is being done for just a sprint, so there is no waste. The reluctance is also due to lack of understanding of the difference between story point, size and effort estimates, this needs to be addressed.<\/p>\n\n\n\n
At this juncture the team is ready to make and take on the commitment with higher confidence. You can see the related blog on retrospectives.<\/p>\n","post_title":"Initial coaching interventions for Sprint Planning","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"initial-coaching-interventions-for-sprint-planning","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:24","post_modified_gmt":"2024-01-29 14:50:24","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3339","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1519,"post_author":"33","post_date":"2014-11-09 12:15:54","post_date_gmt":"2014-11-09 06:45:54","post_content":"\n
$\"\"\/$ <\/figure>\n\n\n\n
  <\/p>\n\n\n\n
Leaders have only two jobs:<\/p>\n\n\n\n
1) Getting work done<\/p>\n\n\n\n
2) Growing the people<\/p>\n\n\n\n
Coaching as a leadership\/management style achieves both.<\/p>\n\n\n\n
With Command & Control approach, managers may get the work done in the short term, by force. But that might have negative impacts on the team in terms of :<\/p>\n\n\n\n
- Lack of ownership<\/p>\n\n\n\n
- Low motivation<\/p>\n\n\n\n
- Poor quality output<\/p>\n\n\n\n
- Low productivity<\/p>\n\n\n\n
- Missed schedules etc.<\/p>\n\n\n\n
Command & Control might also impact development of team members negatively. Teams might wait for manager to give instruction. They might hesitate to take initiative as it might get overruled by the manager. They might stop thinking new & innovative ideas as the manager will always tell them what to do.<\/p>\n\n\n\n
On the other hand, with Coaching as the leadership style, managers will empower the team members to come out with new ideas, solutions and encourage them to implement them. They will help the team members to discover their strengths by asking questions & challenging them. This builds motivation and ownership in the team members.<\/p>\n\n\n\n
Having said that, there are situations where Managers need to use command & control approaches. For example, in a fire fighting situation where extremely quick response in needed. There will be a need for different approaches for different team members \u2013 someone may need more directive input & constant oversight and someone may need a lot of freedom.<\/p>\n\n\n\n
A good leader is one who has high self awareness, self-regulation, self-motivation and empathy through which he\/she can sense and respond differently, in a conscious way, to different situations & different people.<\/p>\n\n\n\n
However, to be a good Leader, coaching way of management style should be the most natural approach and command & control should be the exception.<\/p>\n","post_title":"Coaching vs Command & Control style of Management","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"coaching-vs-command-control-style-of-management","to_ping":"","pinged":"","post_modified":"2024-01-29 15:34:20","post_modified_gmt":"2024-01-29 15:34:20","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1519","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1456,"post_author":"31","post_date":"2014-11-09 12:15:37","post_date_gmt":"2014-11-09 06:45:37","post_content":"\n
In an earlier article \u201cJourney of a coach \u2013 theory & practice (Part I)<\/a>, we introduced the \u201ccircles of influence\u201d which form the context (see diagram below) for coaching process.<\/p>\n\n\n\n
$\"image\"$ <\/a> The circles in the diagram above have a significant bearing on coaching effectiveness and need to be addressed by the coach using the theory of coaching (such as Whitmore\u2019s book on \u201cCoaching for Performance\u201d). In the case of some circles, the theory may \u201cend\u201d at some point and the coach will have \u201cinterpret\u201d and \u201cextend\u201d it for the specific coachee situation at hand.<\/p>\n\n\n\n
We covered the following in Part I of this article:<\/p>\n\n\n\n
\u00b7 Circle #1: Are all situations \u201ccoaching situations\u201d?<\/p>\n\n\n\n
\u00b7 Circle #2: Are people always receptive to coaching?<\/p>\n\n\n\n
In this Part II, we will cover the two remaining circles.<\/p>\n\n\n\n
Circle #3: Are coaches sometimes helpless?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
Circle #3 above regarding \u201cbeliefs, perceptions and personal circumstances\u201d can actually be quite a hard shell hindering coaching progress. But it is often an invisible hard shell because people will share only so much of their innermost beliefs and personal circumstances even though they are impacting their work performance. Coaches make chance discoveries of this shell in the Reality check part (that is, the current state of affairs that needs to improve to meet the Goal) of the Goal-Reality-Options-Will (GROW) model of Whitmore. Here are examples:<\/p>\n\n\n\n
\u00b7 A coachee once candidly admitted that he was himself the reason for his declining performance at work. The reason was that his family was going through his sister\u2019s painful divorce in the US and her life coming back to India. He just could not go about work as usual<\/p>\n\n\n\n
\u00b7 A second coachee had a lot of issues with his manager. He felt that the manager\u2019s lack of domain knowledge resulted in his not realizing & recognizing the value of the coachee\u2019s work. In addition, the coachee seemed to indicate that lack of recognition of his work had to do with his belonging to a minority religious community in India<\/p>\n\n\n\n
\u00b7 Yet another coachee told my colleague (also a Performance Coach) that her problems arose because her boss was an inveterate woman-hater<\/p>\n\n\n\n
These are situations of tight-rope walking for a performance coach! In situations of personal crisis, the coach may only help by sympathetic and patient listening. This may help the coachee more than one would think \u2013 just getting the problem \u201coff his chest\u201d often helps and relieves stress. Being less stressed, he may be able to come to grips with his personal predicament and deal with it better. However, coachee\u2019s entrenched beliefs on, say, religion and gender can be very challenging for the coach to deal with. Some deep-rooted beliefs may indicate pathology needing help from a trained therapist \u2013 far beyond the scope of performance coaching and the ability of the coach.<\/p>\n\n\n\n
Circle #4: Is the coachee\u2019s work environment conducive?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The last circle of influence is the coachee\u2019s work. Sometimes, people have told me that they are \u201cstuck\u201d in positions \u2013 say, \u201croutine\u201d software bug fixing and maintenance where there is really no scope for \u201clearning, enjoyment and fulfillment\u201d (you may like to read My Team is not motivated!!!<\/a> by my colleague Prasanna Moses on this). Most of us would agree that there is far less drudgery at work in today\u2019s knowledge-centric world than even just 30 years ago. We would also agree that there is no such thing as 100% \u201csexy\u201d work (unless of course, you are doing breakthrough work of your calling \u2013 say, in quantum computing). So, when coachees complain about their current work\/role and the lack of sexiness thereof, I ask them questions about what makes it boring, what they can do about it and so on \u2013 hopefully making them better aware of interesting possibilities in what they were doing. In some cases, people have hinted to me that they are considering quitting their \u201cboring\u201d job and looking for a reaction. Under such circumstances, to be fair to the coachee and to the coachee\u2019s employer (who is paying my fees!), I would say the best option is to ask the coachee questions exploring his rationale for leaving (without being judgmental on whether it is right or wrong) \u2013 like what does he think leaving the job will achieve, how will it get him closer to his goals, how is he sure that the same problems would not repeat themselves in the new organization and so on. The ultimate decision should be the coachee\u2019s based on introspection triggered by your questions. He may still choose to quit \u2013 but that is another matter! As far as you are concerned as a coach, you have played it fair & square. It is not unthinkable that you as the coach may actually agree with his rationale for seeking another job!<\/p>\n\n\n\n
A related aspect is also the organizational environment in which the coachee works \u2013 over & above his immediate work\/role discussed above. In sports coaching, the strong individual motivation is a given and the coachee has a great deal of control over what he can and cannot do to enhance his performance. The circumstances for software project managers are different. Their GROW model is in the context of an organization with its culture, policies, processes and so on. As a coach, I have encountered some real challenges here \u2013 the Project Manager may be aspiring to do something of value in his project but his line management and work environment may not be supportive. Some organizational policies can be insensitive to people and even draconian. In one software development organization, if project team members logged in less than 40 hours per week of approved work, there would be automatic cuts in their pay while the significant additional work needed at other times went scarcely noticed! How can one be expected to learn and enjoy their work in such an environment? In such cases, we do bring it up with the line management for addressing them and offer our help as well. To be honest, it worked sometimes and it did not in as many cases.<\/p>\n\n\n\n
In summary, as a practicing coach, you are bound to run into situations like the ones above which make you stop and ponder as to what extent theory can lead practice! You may need to introspect and think of newer ways of extending \u201ctheory\u201d or just use good old common sense and move on! At PM Power, we have the coaches\u2019 conclave where these situations are discussed to see how best to help the coachee considering all the circles of influence. It has significantly helped our coaches in specific situations and in honing their coaching skills in general.<\/p>\n\n\n\n
We invite you to share your coaching experiences (as a coach or a coachee) and we would be happy to share our perspectives which may be of help. You may reach us at info@pm-powerconsulting.com.<\/p>\n","post_title":"Journey of a coach - theory & practice (Part II)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-ii","to_ping":"","pinged":"","post_modified":"2024-01-29 10:54:32","post_modified_gmt":"2024-01-29 10:54:32","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1456","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1514,"post_author":"31","post_date":"2014-11-02 12:24:22","post_date_gmt":"2014-11-02 06:54:22","post_content":"\n
A speaker finishes a great speech \u2013 at least, HE thinks it is great! He then asks, \u201cAny questions?\u201d What does he expect? If I were him, I would expect the audience to demonstrate a level of understanding of what the speech was all about and ask meaningful questions - clarifying the ground covered and even extending from there.<\/p>\n\n\n\n
These are situations where one actually wants to be questioned to get a sense a satisfaction that the effort (the speech, in this case) has been worthwhile. But there are other situations where being questioned has a very negative connotation. It implies questioning the ability of the person being questioned or the work that he has done.<\/p>\n\n\n\n
The important thing is that the intent of questioning should be to seek understanding rather than putting down someone. Hence, even the tone of questioning is very important. Consider the difference between, \u201cWhy did you do THAT?\u201d and \u201cWhat are your reasons for doing THAT?\u201d<\/p>\n\n\n\n
The tone of the former question is judgmental while the same question asked differently demonstrates an openness and a neutral tone. The tone is important because it can either put people off & make them defensive or it can make them relaxed and explain their rationale for an idea or a course of action.<\/p>\n\n\n\n
From the above, it follows that there is a big difference between \u201cquestioning\u201d and \u201casking questions\u201d.<\/p>\n\n\n\n
$\"image\"$ <\/figure>\n\n\n\n
In the work context, a manager who adopts an approach of \u201casking questions\u201d enables an environment where his reportees apply their mind to the situation at hand and exercise their best judgment on the right course of action.<\/p>\n\n\n\n
The manager can use questions to expand the reportee\u2019s thinking and make him aware of aspects he may not have thought of (instead of just instructing him what to do).<\/p>\n\n\n\n
Hence asking questions contributes to the reportee\u2019s overall development and ability to deal with situations with minimal oversight. Equally important, it enables greater responsibility on the part of the reportee so that the implementation aspects of his suggestions are fully owned by him.<\/p>\n\n\n\n
Through this, the manager\u2019s time is also freed up from routine oversight functions to take up important but not urgent tasks.<\/p>\n\n\n\n
In a highly dynamic world, the approach of \u201casking questions\u201d is not just \u201ca nice to have\u201d but an imperative to empower people and ensure that the organization as a whole responds fast to changes in the environment.<\/p>\n\n\n\n
\u201cAsking questions\u201d is an essential part of the tool set of a coach who may be the line manager himself. You consciously adopt the approach for improving the \u201cawareness\u201d of the coachee and therefore, open his mind to his perceptions & other possibilities and take \u201cresponsibility\u201d for the options for actions that he chooses.<\/p>\n\n\n\n
Finally, adopting the approach of \u201casking questions\u201d needs a complementing skill which is ACTIVE listening. A coach cannot sustain a session of asking questions without actually listening well, understanding and re-phrasing of what the coachee says.<\/p>\n\n\n\n
As with most things in life, practice makes perfect \u2013 it takes time and experience to hone the approach of asking questions and the skill of active listening. But they can indeed be developed for individual and organizational benefit. The time to start is NOW!<\/p>\n","post_title":"Questioning and Asking Questions - what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"questioning-and-asking-questions-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:02","post_modified_gmt":"2024-01-29 10:55:02","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1514","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1448,"post_author":"31","post_date":"2014-11-02 06:59:09","post_date_gmt":"2014-11-02 01:29:09","post_content":"\n
This article is part of the series on \u201cJourney of a coach\u201d covering my experiences as a performance coach. You may have the read an earlier article in the series on \u201cJourney of a coach \u2013 the beginning\u201d<\/a>. The journey continues here...<\/p>\n\n\n\n
Yogi Berra, New York Yankees baseball player (arguably the best catcher of all time) said, \u201cIn theory, there is no difference between theory & practice. But in practice, there is!\u201d So, this article is about the theory & practice of coaching for performance \u2013 not baseball players but people managing software projects.<\/p>\n\n\n\n
In my context, the \u201ctheory\u201d was mostly \u201cCoaching for Performance\u201d by John Whitmore (by the way, there is another article of mine on Whitmore<\/a> if you are interested). The \u201cpractice\u201d was, of course, my actual experiences over the years.<\/p>\n\n\n\n
A caveat \u2013 I am not here to debunk theory and hail practice - as a cardiac surgeon might! I have a great deal of respect for Whitmore\u2019s book on Coaching for Performance. The book provided a solid reference and a practical guide for my work as a coach all these years.<\/p>\n\n\n\n
However, I do have my own \u201cinterpretations\u201d and \u201cextensions\u201d of the theory in actual practice which I wish to share. I will use the diagram below which shows the context for coaching.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
You can see the \u201ccircles of influence\u201d around the coachee which would have a bearing on coaching and its effectiveness. We will cover each of these circles with examples. Note that the coach\u2019s experience, beliefs and perceptions are also significant in the context in addition to his skills for coaching.<\/p>\n\n\n\n
Circle #1: Are all situations \u201ccoaching situations\u201d?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The first circle of influence is the coaching situation faced by the coachee at work. For example, it could be that he is recently promoted and finds gaining acceptance in his team a challenge.<\/p>\n\n\n\n
The question is whether all such work situations are amenable for coaching - whether you are the manager of the coachee or an external coach. If you follow the \u201ctheory\u201d (that is Whitmore), a coaching style can become the default management style of the entire organization for all occasions.<\/p>\n\n\n\n
In other words, all manager-reportee interactions can naturally follow the coaching style \u2013 the manager following the sequence of helping his reportee to identify the goal he is seeking to achieve, assess the current state of affairs, consider the available options to achieve the goal and making the commitment-making to make it happen.<\/p>\n\n\n\n
That is all very well, but what if you are a commando fighting a guerrilla war in a jungle and see a metal tube from the foliage pointing at you. Your commander (\u201cmanager\u201d) is not going to coach you through the situation, is he?<\/p>\n\n\n\n
There are also other equivalent (but less extreme) situations at work when time is of essence and all that the coachee needs is information or simple direction (like for example, how to balance staff loading in a project schedule).<\/p>\n\n\n\n
So, my interpretation of theory is that there is better pay-off of coaching in some situations than others. However, there are many, many work situations wherein the quality of work<\/b> or results<\/b> is very important, the learning<\/b> for the coachee very important and it is not an emergency<\/b>. Coaching is very relevant in those cases.<\/p>\n\n\n\n
Circle #2: Are people always receptive to coaching?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The next circle of influence is relating to how receptive people are to coaching even if their work situation was amenable for it.<\/p>\n\n\n\n
Are they motivated enough to become more aware<\/b> and take responsibility<\/b> by themselves and not just because their employer has enrolled them in a training & coaching program?<\/p>\n\n\n\n
Maslow\u2019s theory is that motivation is linked to the stage an individual is at in a hierarchy of needs (see diagram below from Whitmore\u2019s Coaching for Performance). Note that Whitmore has split Maslow\u2019s Esteem stage into two \u2013 Esteem from others and Self-esteem.<\/p>\n\n\n\n
At the stage of Esteem from others, one is looking \u201cexternal\u201d recognition and prestige as motivators. At the stage of Self-esteem, external motivators tend to become less important. More important is the need to make a difference and being empowered to do so enhancing self-esteem. This self-esteem stage is where coaching makes the biggest impact for personal growth.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
Source: Coaching for Performance by John Whitmore<\/i><\/p>\n\n\n\n
There are a few more \u201ccircles\u201d to cover which we will in Part II of the article.<\/p>\n\n\n\n
Till then...<\/p>\n","post_title":"Journey of a coach - theory & practice (Part I)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-i","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:34","post_modified_gmt":"2024-01-29 10:55:34","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1521,"post_author":"26","post_date":"2014-10-30 10:57:02","post_date_gmt":"2014-10-30 05:27:02","post_content":"\n
$\"Network_whenhow2\"$ <\/a><\/figure>\n\n\n\n
One is never without a network and if you are reading this - it may be more to know how to grow it and\/or to overcome obstacles, often due to one's level comfort with so called \"networking\".<\/p>\n\n\n\n
If you look at how you:<\/p>\n\n\n\n
\n
got the opportunity to work in your current position<\/li>\n\n\n\n
got into your college\/school<\/li>\n\n\n\n
got your house on rent or bought your apartment<\/li>\n<\/ul>\n\n\n\n
you will see that a network - formal, informal or virtual (internet based) was at play.<\/p>\n\n\n\n
I will focus on growing your professional network and a few simple steps for it and not delve into specifics of social media, as all of you would be familiar with it.<\/p>\n\n\n\n
First, start with your existing network - which will be your current and past colleagues, your college and school alumni, friends and family. See that you stay in touch with them, by meeting them up or electronically, if you are not in touch start right away. Sending greetings for important occasions, festivals and events is a good way to start. Make it a point to call a few of them over the commute\/ weekends and work on the complete list slowly and steadily, start at top the list again once you complete it.<\/p>\n\n\n\n
What if you need to ask for a reference or a favor from a person with whom you are not in regular touch. The best way to is to be honest, there is no point in coming up with a phony reason to get in touch with them and ask for what you want. Your honesty will be appreciated, after that do thank them and make an effort to stay in touch with them. See that your nurture this set of contacts where you have already made a start.<\/p>\n\n\n\n
Once, when I was looking out for a job using my network, I made it a point to call and thank all those who forwarded my resume to their contacts and I sent a book as a gift to thank all those contacts whose help took me to the interview stage. I did it without any motive and what amazed me was the warmth from these contacts in all my future interactions.<\/p>\n\n\n\n
Second area to focus on are the professional events - there will be events where your technical or managerial domain will be the focus. You may be sponsored\/encouraged by your organizations to attend them, do not let is pass citing an excuse of being busy. Do make time to attend a few of them. If you find that you do not have this opportunity then see that you find such events and enroll yourself.<\/p>\n\n\n\n
In my experience these events certainly help you make a few contacts, you will always find a few persons whom you will find interesting and knowledgeable and connect effortlessly. The key is to nurture this - see that you follow-up with a mail and\/or a call.<\/p>\n\n\n\n
If you are the type who feels inhibited to make an opening, then do not worry. I was advised by one of my mentors to just listen and not worry about talking and enjoy being there. If you listen and observe intently you will find yourself talking soon. Your focus on the interactions and not on your perceived ability, does the trick. Try it a couple of times and see for yourself.<\/p>\n\n\n\n
Lastly, for anything to succeed one has to have the desire, then comes the effort and discipline for achieving it. A small progress or a step with positive result, is the best encouragement for you to strive towards your goals. Do ponder on your actions and results to stay focused on continuing to do this.<\/p>\n\n\n\n
One related question I hear from many of my coachees is \"visibility\" within the organization. More on that in a later post.<\/p>\n","post_title":"Networking - when and how to begin?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"networking-when-and-how-to-begin","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:58","post_modified_gmt":"2024-01-29 14:50:58","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1521","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1517,"post_author":"30","post_date":"2014-10-29 09:30:26","post_date_gmt":"2014-10-29 04:00:26","post_content":"\n
$\"sell-it\"$ <\/a><\/figure>\n\n\n\n
As a child, I used to come up with various ideas for almost anything, and ask for Rs. 1000\/- per idea. Being a child, nobody would want to pay money, that too a thousand Rupees \u2013 but, I would get something else as an appreciation for my efforts. A toffee, a cone ice cream etc.<\/p>\n\n\n\n
Further on, when I used to be active in small groups, selling was more of ideas and to get the team to converge on something, that the group can take as an action.<\/p>\n\n\n\n
As a team leader, I needed to sell the vision of the project to the team, to get everybody\u2019s buy in.<\/p>\n\n\n\n
More recently, I have been in contact with many aspiring and active entrepreneurs. Selling is something that they do with every breath.<\/p>\n\n\n\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 10 of 12 Previous 1 … 9 10 11 12 Next

\n
<\/p>\n","post_title":"Performance Appraisal : Bell Curve or Absolute Performance - What's good?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"performance-appraisal-bell-curve-or-absolute-performancewhats-good","to_ping":"","pinged":"","post_modified":"2024-09-23 20:14:40","post_modified_gmt":"2024-09-23 14:44:40","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3391","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3510,"post_author":"26","post_date":"2015-06-12 13:52:40","post_date_gmt":"2015-06-12 08:22:40","post_content":"\n
$\"Cryptic$ <\/a>
Cryptic daily stand up<\/figcaption><\/figure>\n\n\n\n
The Daily Scrum is one ceremony that the teams following Scrum adopt quickly. There are some hiccups initially, which are sorted out, often with inputs from the coach\/guide. The ceremony is on time and at fixed time, occurs even if Scrum Master is not present, team members unable to attend do call in or provide an email update. Good going!<\/p>\n\n\n\n
Now slowly things change and either the updates become cryptic or verbose. After observing many teams go through this, what comes to my mind is a famous rhetorical question on delays in projects:<\/p>\n\n\n\n
Q: How does a project get delayed by a month?<\/em><\/p>\n\n\n\n
A: One day at a time.<\/em><\/p>\n\n\n\n
Now why am I quoting this here? Because something similar happens. The updates go towards cryptic or verbose as one person goes in that direction and that is not observed\/ corrected. The Scrum Master has a key role in ensuring that the scrum process is followed, he has to be alert to this.<\/p>\n\n\n\n
Here is a typical scenario:<\/p>\n\n\n\n
Mohan is working on a task TKS-210 and has had a bit of a struggle with it. His update in the daily scrum is:<\/p>\n\n\n\n
I was working on TKSK-210, will continue, no impediments. (Sigh.)<\/p>\n\n\n\n
This is accepted, i.e., no one asks any questions, maybe the team members understand the status.<\/p>\n\n\n\n
The next day update too is similar. Now it is likely that couple more team members shift to this style of update. There is an innate, unconscious tendency in humans to mimic, imitate or follow other people, which surfaces time to time. Very soon all updates become similar.<\/p>\n\n\n\n
The ideal update would include some information on -
How much work is done?
When the work is expected to complete?
If completing soon, the team member will certainly state what task he is planning to pick up next.<\/p>\n\n\n\n
Is it quite possible that the thinking on \u201cwhat next\u201d will not happen in the minds, and that is not good. There is a possibility that \u201cI will continue...\u201d kind of update will result in the person continue on task and not take up another, even if it were possible, as words said aloud influence thoughts\/thinking.<\/p>\n\n\n\n
So the Scrum Master and the team has to be alert to how the updates are provided. They can always ask questions to elicit relevant information.<\/p>\n\n\n\n
One practice that will help - is the updating of remaining hours on the task. This if done regularly, will surface in the Daily Scrum and result in update being more specific. If the remaining hours on a task is a fraction of the day, it prompts the team member to the \u201cwhat next\u201d thinking, and share the same.<\/p>\n\n\n\n
Do you have any similar experiences? Would like to hear them as well as your views.<\/p>\n","post_title":"Keeping Daily Scrum focused...","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"keeping-daily-scrum-focused","to_ping":"","pinged":"","post_modified":"2024-01-29 14:49:32","post_modified_gmt":"2024-01-29 14:49:32","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3510","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3343,"post_author":"26","post_date":"2015-05-15 09:38:10","post_date_gmt":"2015-05-15 04:08:10","post_content":"\n
As a coach, a recurring situation one faces, towards the end of the first sprint after the coaching has started, is the push and shove to the retrospective. After seemingly making the team understand that two key aspect of Agile Scrum are to surface the problems at the earliest<\/strong> and avoiding any kind of waste<\/strong>. I naively expected that the team will be eager to do the retrospective, but wiser now.<\/p>\n\n\n\n
$\"lookingback\"$ <\/figure>\n\n\n\n
<\/p>\n\n\n\n
The team will be scrambling to wrap up the work and close all stories to meet the sprint commitment made, the sprint will be kept open till the the very end and at times a few hours into the next sprint. The Sprint Planning for next sprint has to start, the Sprint Review needs to happen for stories to be closed, where is the time for retrospective? Can it be done next time?<\/p>\n\n\n\n
At times they combine Retrospective and Sprint Planning, which results in speeding through the retrospective and getting quickly into the planning. Add to this the different locations and time zones of the PO and Scrum Team. The retrospective at times is scheduled after Sprint Planning, which is anyway better than not having it at all.<\/p>\n\n\n\n
So here is how it goes, the three questions are asked, inputs collated and a mail sent to all stakeholders and the collated inputs made available in a common area. Very less focus on listening to each other and trying to resolve issues.<\/p>\n\n\n\n
The way I deal with this is that I share with the Scrum Master and team on how an ideal Retrospective should proceed and leave it to them to get close to it:
- Use post-its to capture what went well, stick on board, have one of team read all of it. Clarify any point that is not clear,
- Same for what did not go well,
- Same for what they would start to do,
- At this juncture prioritize the start to do\/action items and brainstorm, starting from top till the time runs out.<\/p>\n\n\n\n
This has worked well, teams typically identify one to three items and come up with reasonable details for implementing them. If required I remind them of these mid sprint, some steps are taken and progress made, this helps in them getting into the habit of doing retrospectives regularly.<\/p>\n\n\n\n
One more point to note is that a problem that seems \u201ca way of life\u201d, at end of first sprint may get some solutions, in the subsequent sprint. My reading of this is that the problem when noted first is annoying and frustrating, team is mentally tired to work on it. But when the same problem surfaces again, they are able to come up with a solution, as the frustration is vented in past.<\/p>\n\n\n\n
Let me share one example. This is to do with a scarce DBA resource causing stories to be re-opened due to delayed inputs\/review. At the end of first sprint they made note of this issue and came out strongly on \u201cthis how it is going to be\u201d, \u201cwe have escalated enough already in past\u201d. The issue surfaced again in next sprint, as it was discussed before, the emotions were in check. One of team suggested that we use the grooming pattern, i.e., plan\/do in advance. They figured out a way to deal with it.<\/p>\n\n\n\n
Another oft repeating issue is the frustration of not being able to close a story, because just the show and tell (demo) could not happen, or a build and test in correct environment was not completed due to big queue in CM. The team argues for closing the story, they feel that they are loosing story points for no fault of theirs. Here as a coach, one has to reinforce the concept of \u201cDone\u201d and revisit the concept of \u201cVelocity\u201d.<\/p>\n","post_title":"Initial coaching interventions for Retrospectives","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"initial-coaching-interventions-for-retrospectives","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:04","post_modified_gmt":"2024-01-29 14:50:04","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3343","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3339,"post_author":"26","post_date":"2015-04-11 09:33:55","post_date_gmt":"2015-04-11 04:03:55","post_content":"\n
Teams new to Scrum have a product backlog. The backlog will be groomed to some degree, typically have clarity for up to one to two sprints. The priority will be clear, with fair amount of detail on the requirements. The estimates may be present, it could be story points or a masked form of an effort estimate.<\/p>\n\n\n\n
The Product Owner (PO), who is not co-located in most of the teams will participate in Sprint Planning and along with the Scrum Master and team pick a set of stories to be done in the Sprint. After this the team jumps into doing the work. Detailed Sprint Planning is given a miss as PO will not be available for the entire duration and the team reluctant to do task based estimate for variety of reasons, if they do it is done by a few senior members of the team.<\/p>\n\n\n\n
This is where the first intervention from coach is needed, coax them to do detailed planning i.e., break down the stories into tasks and corresponding effort estimates. Insist that the entire team be involved and ensure that they balance the work they are taking up with the capacity the team has. Here is where they get to see one of the characteristics of Scrum \u2013 uncovering the problems at the earliest, and as a coach one should ensure that they become aware of it.<\/p>\n\n\n\n
$\"Sprint_Plan_1\"$ <\/figure>\n\n\n\n
Few things they discover:
- there may not be enough Analysis\/Dev\/DBA\/QA capacity in the team
- some of the team may not be fully utilized
- as they break down stories to tasks they realize that some stories cannot be completed, due to external dependencies, that is unlikely to be fulfilled.
- they may require more information from the PO.
- lastly the entire team gains an understanding what is planned to be accomplished.<\/p>\n\n\n\n
And it is interesting to see how they work around this:
- make use of team members not fully utilized to accomplish some of the tasks.
- the above at times involves redistributing the work, so that team members volunteering outside their domain, can take up relatively simpler tasks.
- go back to PO\/stakeholders and try to get the dependencies resolved or pick another story, this one requires a push from coach.
- get clarity on requirements from PO, this has to happen the next day.
- re-adjust the sprint backlog taking the above into account.<\/p>\n\n\n\n
$\"Sprint_Plan_2\"$ <\/figure>\n\n\n\n
At times guidelines are adhered to, planning sessions is time-boxed, they assume that all planning needs to happen in one sitting. Here is where, as a coach, one has to make them see the \"why\" behind a particular step, \"what\" outcome is desired? The outcome of having a proper Sprint Plan is more important than accomplishing it a single time-boxed session.<\/p>\n\n\n\n
As they complete this they realize that in past sprints, they grappled with these issues, towards the end of the sprint. Now they have ample time to cope with it \u2013 the benefit of Scrum uncovering problems earlier is leveraged.<\/p>\n\n\n\n
There is reluctance to do task effort estimates. In the traditional planning task estimates are done for entire project even with some requirements not being clear. This would have resulted in lot of waste, this coupled with notion that agile means no planning is the major cause of the reluctance. As a coach, one needs to highlight that there is better clarity on requirements and it is being done for just a sprint, so there is no waste. The reluctance is also due to lack of understanding of the difference between story point, size and effort estimates, this needs to be addressed.<\/p>\n\n\n\n
At this juncture the team is ready to make and take on the commitment with higher confidence. You can see the related blog on retrospectives.<\/p>\n","post_title":"Initial coaching interventions for Sprint Planning","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"initial-coaching-interventions-for-sprint-planning","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:24","post_modified_gmt":"2024-01-29 14:50:24","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3339","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1519,"post_author":"33","post_date":"2014-11-09 12:15:54","post_date_gmt":"2014-11-09 06:45:54","post_content":"\n
$\"\"\/$ <\/figure>\n\n\n\n
  <\/p>\n\n\n\n
Leaders have only two jobs:<\/p>\n\n\n\n
1) Getting work done<\/p>\n\n\n\n
2) Growing the people<\/p>\n\n\n\n
Coaching as a leadership\/management style achieves both.<\/p>\n\n\n\n
With Command & Control approach, managers may get the work done in the short term, by force. But that might have negative impacts on the team in terms of :<\/p>\n\n\n\n
- Lack of ownership<\/p>\n\n\n\n
- Low motivation<\/p>\n\n\n\n
- Poor quality output<\/p>\n\n\n\n
- Low productivity<\/p>\n\n\n\n
- Missed schedules etc.<\/p>\n\n\n\n
Command & Control might also impact development of team members negatively. Teams might wait for manager to give instruction. They might hesitate to take initiative as it might get overruled by the manager. They might stop thinking new & innovative ideas as the manager will always tell them what to do.<\/p>\n\n\n\n
On the other hand, with Coaching as the leadership style, managers will empower the team members to come out with new ideas, solutions and encourage them to implement them. They will help the team members to discover their strengths by asking questions & challenging them. This builds motivation and ownership in the team members.<\/p>\n\n\n\n
Having said that, there are situations where Managers need to use command & control approaches. For example, in a fire fighting situation where extremely quick response in needed. There will be a need for different approaches for different team members \u2013 someone may need more directive input & constant oversight and someone may need a lot of freedom.<\/p>\n\n\n\n
A good leader is one who has high self awareness, self-regulation, self-motivation and empathy through which he\/she can sense and respond differently, in a conscious way, to different situations & different people.<\/p>\n\n\n\n
However, to be a good Leader, coaching way of management style should be the most natural approach and command & control should be the exception.<\/p>\n","post_title":"Coaching vs Command & Control style of Management","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"coaching-vs-command-control-style-of-management","to_ping":"","pinged":"","post_modified":"2024-01-29 15:34:20","post_modified_gmt":"2024-01-29 15:34:20","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1519","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1456,"post_author":"31","post_date":"2014-11-09 12:15:37","post_date_gmt":"2014-11-09 06:45:37","post_content":"\n
In an earlier article \u201cJourney of a coach \u2013 theory & practice (Part I)<\/a>, we introduced the \u201ccircles of influence\u201d which form the context (see diagram below) for coaching process.<\/p>\n\n\n\n
$\"image\"$ <\/a> The circles in the diagram above have a significant bearing on coaching effectiveness and need to be addressed by the coach using the theory of coaching (such as Whitmore\u2019s book on \u201cCoaching for Performance\u201d). In the case of some circles, the theory may \u201cend\u201d at some point and the coach will have \u201cinterpret\u201d and \u201cextend\u201d it for the specific coachee situation at hand.<\/p>\n\n\n\n
We covered the following in Part I of this article:<\/p>\n\n\n\n
\u00b7 Circle #1: Are all situations \u201ccoaching situations\u201d?<\/p>\n\n\n\n
\u00b7 Circle #2: Are people always receptive to coaching?<\/p>\n\n\n\n
In this Part II, we will cover the two remaining circles.<\/p>\n\n\n\n
Circle #3: Are coaches sometimes helpless?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
Circle #3 above regarding \u201cbeliefs, perceptions and personal circumstances\u201d can actually be quite a hard shell hindering coaching progress. But it is often an invisible hard shell because people will share only so much of their innermost beliefs and personal circumstances even though they are impacting their work performance. Coaches make chance discoveries of this shell in the Reality check part (that is, the current state of affairs that needs to improve to meet the Goal) of the Goal-Reality-Options-Will (GROW) model of Whitmore. Here are examples:<\/p>\n\n\n\n
\u00b7 A coachee once candidly admitted that he was himself the reason for his declining performance at work. The reason was that his family was going through his sister\u2019s painful divorce in the US and her life coming back to India. He just could not go about work as usual<\/p>\n\n\n\n
\u00b7 A second coachee had a lot of issues with his manager. He felt that the manager\u2019s lack of domain knowledge resulted in his not realizing & recognizing the value of the coachee\u2019s work. In addition, the coachee seemed to indicate that lack of recognition of his work had to do with his belonging to a minority religious community in India<\/p>\n\n\n\n
\u00b7 Yet another coachee told my colleague (also a Performance Coach) that her problems arose because her boss was an inveterate woman-hater<\/p>\n\n\n\n
These are situations of tight-rope walking for a performance coach! In situations of personal crisis, the coach may only help by sympathetic and patient listening. This may help the coachee more than one would think \u2013 just getting the problem \u201coff his chest\u201d often helps and relieves stress. Being less stressed, he may be able to come to grips with his personal predicament and deal with it better. However, coachee\u2019s entrenched beliefs on, say, religion and gender can be very challenging for the coach to deal with. Some deep-rooted beliefs may indicate pathology needing help from a trained therapist \u2013 far beyond the scope of performance coaching and the ability of the coach.<\/p>\n\n\n\n
Circle #4: Is the coachee\u2019s work environment conducive?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The last circle of influence is the coachee\u2019s work. Sometimes, people have told me that they are \u201cstuck\u201d in positions \u2013 say, \u201croutine\u201d software bug fixing and maintenance where there is really no scope for \u201clearning, enjoyment and fulfillment\u201d (you may like to read My Team is not motivated!!!<\/a> by my colleague Prasanna Moses on this). Most of us would agree that there is far less drudgery at work in today\u2019s knowledge-centric world than even just 30 years ago. We would also agree that there is no such thing as 100% \u201csexy\u201d work (unless of course, you are doing breakthrough work of your calling \u2013 say, in quantum computing). So, when coachees complain about their current work\/role and the lack of sexiness thereof, I ask them questions about what makes it boring, what they can do about it and so on \u2013 hopefully making them better aware of interesting possibilities in what they were doing. In some cases, people have hinted to me that they are considering quitting their \u201cboring\u201d job and looking for a reaction. Under such circumstances, to be fair to the coachee and to the coachee\u2019s employer (who is paying my fees!), I would say the best option is to ask the coachee questions exploring his rationale for leaving (without being judgmental on whether it is right or wrong) \u2013 like what does he think leaving the job will achieve, how will it get him closer to his goals, how is he sure that the same problems would not repeat themselves in the new organization and so on. The ultimate decision should be the coachee\u2019s based on introspection triggered by your questions. He may still choose to quit \u2013 but that is another matter! As far as you are concerned as a coach, you have played it fair & square. It is not unthinkable that you as the coach may actually agree with his rationale for seeking another job!<\/p>\n\n\n\n
A related aspect is also the organizational environment in which the coachee works \u2013 over & above his immediate work\/role discussed above. In sports coaching, the strong individual motivation is a given and the coachee has a great deal of control over what he can and cannot do to enhance his performance. The circumstances for software project managers are different. Their GROW model is in the context of an organization with its culture, policies, processes and so on. As a coach, I have encountered some real challenges here \u2013 the Project Manager may be aspiring to do something of value in his project but his line management and work environment may not be supportive. Some organizational policies can be insensitive to people and even draconian. In one software development organization, if project team members logged in less than 40 hours per week of approved work, there would be automatic cuts in their pay while the significant additional work needed at other times went scarcely noticed! How can one be expected to learn and enjoy their work in such an environment? In such cases, we do bring it up with the line management for addressing them and offer our help as well. To be honest, it worked sometimes and it did not in as many cases.<\/p>\n\n\n\n
In summary, as a practicing coach, you are bound to run into situations like the ones above which make you stop and ponder as to what extent theory can lead practice! You may need to introspect and think of newer ways of extending \u201ctheory\u201d or just use good old common sense and move on! At PM Power, we have the coaches\u2019 conclave where these situations are discussed to see how best to help the coachee considering all the circles of influence. It has significantly helped our coaches in specific situations and in honing their coaching skills in general.<\/p>\n\n\n\n
We invite you to share your coaching experiences (as a coach or a coachee) and we would be happy to share our perspectives which may be of help. You may reach us at info@pm-powerconsulting.com.<\/p>\n","post_title":"Journey of a coach - theory & practice (Part II)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-ii","to_ping":"","pinged":"","post_modified":"2024-01-29 10:54:32","post_modified_gmt":"2024-01-29 10:54:32","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1456","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1514,"post_author":"31","post_date":"2014-11-02 12:24:22","post_date_gmt":"2014-11-02 06:54:22","post_content":"\n
A speaker finishes a great speech \u2013 at least, HE thinks it is great! He then asks, \u201cAny questions?\u201d What does he expect? If I were him, I would expect the audience to demonstrate a level of understanding of what the speech was all about and ask meaningful questions - clarifying the ground covered and even extending from there.<\/p>\n\n\n\n
These are situations where one actually wants to be questioned to get a sense a satisfaction that the effort (the speech, in this case) has been worthwhile. But there are other situations where being questioned has a very negative connotation. It implies questioning the ability of the person being questioned or the work that he has done.<\/p>\n\n\n\n
The important thing is that the intent of questioning should be to seek understanding rather than putting down someone. Hence, even the tone of questioning is very important. Consider the difference between, \u201cWhy did you do THAT?\u201d and \u201cWhat are your reasons for doing THAT?\u201d<\/p>\n\n\n\n
The tone of the former question is judgmental while the same question asked differently demonstrates an openness and a neutral tone. The tone is important because it can either put people off & make them defensive or it can make them relaxed and explain their rationale for an idea or a course of action.<\/p>\n\n\n\n
From the above, it follows that there is a big difference between \u201cquestioning\u201d and \u201casking questions\u201d.<\/p>\n\n\n\n
$\"image\"$ <\/figure>\n\n\n\n
In the work context, a manager who adopts an approach of \u201casking questions\u201d enables an environment where his reportees apply their mind to the situation at hand and exercise their best judgment on the right course of action.<\/p>\n\n\n\n
The manager can use questions to expand the reportee\u2019s thinking and make him aware of aspects he may not have thought of (instead of just instructing him what to do).<\/p>\n\n\n\n
Hence asking questions contributes to the reportee\u2019s overall development and ability to deal with situations with minimal oversight. Equally important, it enables greater responsibility on the part of the reportee so that the implementation aspects of his suggestions are fully owned by him.<\/p>\n\n\n\n
Through this, the manager\u2019s time is also freed up from routine oversight functions to take up important but not urgent tasks.<\/p>\n\n\n\n
In a highly dynamic world, the approach of \u201casking questions\u201d is not just \u201ca nice to have\u201d but an imperative to empower people and ensure that the organization as a whole responds fast to changes in the environment.<\/p>\n\n\n\n
\u201cAsking questions\u201d is an essential part of the tool set of a coach who may be the line manager himself. You consciously adopt the approach for improving the \u201cawareness\u201d of the coachee and therefore, open his mind to his perceptions & other possibilities and take \u201cresponsibility\u201d for the options for actions that he chooses.<\/p>\n\n\n\n
Finally, adopting the approach of \u201casking questions\u201d needs a complementing skill which is ACTIVE listening. A coach cannot sustain a session of asking questions without actually listening well, understanding and re-phrasing of what the coachee says.<\/p>\n\n\n\n
As with most things in life, practice makes perfect \u2013 it takes time and experience to hone the approach of asking questions and the skill of active listening. But they can indeed be developed for individual and organizational benefit. The time to start is NOW!<\/p>\n","post_title":"Questioning and Asking Questions - what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"questioning-and-asking-questions-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:02","post_modified_gmt":"2024-01-29 10:55:02","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1514","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1448,"post_author":"31","post_date":"2014-11-02 06:59:09","post_date_gmt":"2014-11-02 01:29:09","post_content":"\n
This article is part of the series on \u201cJourney of a coach\u201d covering my experiences as a performance coach. You may have the read an earlier article in the series on \u201cJourney of a coach \u2013 the beginning\u201d<\/a>. The journey continues here...<\/p>\n\n\n\n
Yogi Berra, New York Yankees baseball player (arguably the best catcher of all time) said, \u201cIn theory, there is no difference between theory & practice. But in practice, there is!\u201d So, this article is about the theory & practice of coaching for performance \u2013 not baseball players but people managing software projects.<\/p>\n\n\n\n
In my context, the \u201ctheory\u201d was mostly \u201cCoaching for Performance\u201d by John Whitmore (by the way, there is another article of mine on Whitmore<\/a> if you are interested). The \u201cpractice\u201d was, of course, my actual experiences over the years.<\/p>\n\n\n\n
A caveat \u2013 I am not here to debunk theory and hail practice - as a cardiac surgeon might! I have a great deal of respect for Whitmore\u2019s book on Coaching for Performance. The book provided a solid reference and a practical guide for my work as a coach all these years.<\/p>\n\n\n\n
However, I do have my own \u201cinterpretations\u201d and \u201cextensions\u201d of the theory in actual practice which I wish to share. I will use the diagram below which shows the context for coaching.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
You can see the \u201ccircles of influence\u201d around the coachee which would have a bearing on coaching and its effectiveness. We will cover each of these circles with examples. Note that the coach\u2019s experience, beliefs and perceptions are also significant in the context in addition to his skills for coaching.<\/p>\n\n\n\n
Circle #1: Are all situations \u201ccoaching situations\u201d?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The first circle of influence is the coaching situation faced by the coachee at work. For example, it could be that he is recently promoted and finds gaining acceptance in his team a challenge.<\/p>\n\n\n\n
The question is whether all such work situations are amenable for coaching - whether you are the manager of the coachee or an external coach. If you follow the \u201ctheory\u201d (that is Whitmore), a coaching style can become the default management style of the entire organization for all occasions.<\/p>\n\n\n\n
In other words, all manager-reportee interactions can naturally follow the coaching style \u2013 the manager following the sequence of helping his reportee to identify the goal he is seeking to achieve, assess the current state of affairs, consider the available options to achieve the goal and making the commitment-making to make it happen.<\/p>\n\n\n\n
That is all very well, but what if you are a commando fighting a guerrilla war in a jungle and see a metal tube from the foliage pointing at you. Your commander (\u201cmanager\u201d) is not going to coach you through the situation, is he?<\/p>\n\n\n\n
There are also other equivalent (but less extreme) situations at work when time is of essence and all that the coachee needs is information or simple direction (like for example, how to balance staff loading in a project schedule).<\/p>\n\n\n\n
So, my interpretation of theory is that there is better pay-off of coaching in some situations than others. However, there are many, many work situations wherein the quality of work<\/b> or results<\/b> is very important, the learning<\/b> for the coachee very important and it is not an emergency<\/b>. Coaching is very relevant in those cases.<\/p>\n\n\n\n
Circle #2: Are people always receptive to coaching?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The next circle of influence is relating to how receptive people are to coaching even if their work situation was amenable for it.<\/p>\n\n\n\n
Are they motivated enough to become more aware<\/b> and take responsibility<\/b> by themselves and not just because their employer has enrolled them in a training & coaching program?<\/p>\n\n\n\n
Maslow\u2019s theory is that motivation is linked to the stage an individual is at in a hierarchy of needs (see diagram below from Whitmore\u2019s Coaching for Performance). Note that Whitmore has split Maslow\u2019s Esteem stage into two \u2013 Esteem from others and Self-esteem.<\/p>\n\n\n\n
At the stage of Esteem from others, one is looking \u201cexternal\u201d recognition and prestige as motivators. At the stage of Self-esteem, external motivators tend to become less important. More important is the need to make a difference and being empowered to do so enhancing self-esteem. This self-esteem stage is where coaching makes the biggest impact for personal growth.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
Source: Coaching for Performance by John Whitmore<\/i><\/p>\n\n\n\n
There are a few more \u201ccircles\u201d to cover which we will in Part II of the article.<\/p>\n\n\n\n
Till then...<\/p>\n","post_title":"Journey of a coach - theory & practice (Part I)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-i","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:34","post_modified_gmt":"2024-01-29 10:55:34","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1521,"post_author":"26","post_date":"2014-10-30 10:57:02","post_date_gmt":"2014-10-30 05:27:02","post_content":"\n
$\"Network_whenhow2\"$ <\/a><\/figure>\n\n\n\n
One is never without a network and if you are reading this - it may be more to know how to grow it and\/or to overcome obstacles, often due to one's level comfort with so called \"networking\".<\/p>\n\n\n\n
If you look at how you:<\/p>\n\n\n\n
\n
got the opportunity to work in your current position<\/li>\n\n\n\n
got into your college\/school<\/li>\n\n\n\n
got your house on rent or bought your apartment<\/li>\n<\/ul>\n\n\n\n
you will see that a network - formal, informal or virtual (internet based) was at play.<\/p>\n\n\n\n
I will focus on growing your professional network and a few simple steps for it and not delve into specifics of social media, as all of you would be familiar with it.<\/p>\n\n\n\n
First, start with your existing network - which will be your current and past colleagues, your college and school alumni, friends and family. See that you stay in touch with them, by meeting them up or electronically, if you are not in touch start right away. Sending greetings for important occasions, festivals and events is a good way to start. Make it a point to call a few of them over the commute\/ weekends and work on the complete list slowly and steadily, start at top the list again once you complete it.<\/p>\n\n\n\n
What if you need to ask for a reference or a favor from a person with whom you are not in regular touch. The best way to is to be honest, there is no point in coming up with a phony reason to get in touch with them and ask for what you want. Your honesty will be appreciated, after that do thank them and make an effort to stay in touch with them. See that your nurture this set of contacts where you have already made a start.<\/p>\n\n\n\n
Once, when I was looking out for a job using my network, I made it a point to call and thank all those who forwarded my resume to their contacts and I sent a book as a gift to thank all those contacts whose help took me to the interview stage. I did it without any motive and what amazed me was the warmth from these contacts in all my future interactions.<\/p>\n\n\n\n
Second area to focus on are the professional events - there will be events where your technical or managerial domain will be the focus. You may be sponsored\/encouraged by your organizations to attend them, do not let is pass citing an excuse of being busy. Do make time to attend a few of them. If you find that you do not have this opportunity then see that you find such events and enroll yourself.<\/p>\n\n\n\n
In my experience these events certainly help you make a few contacts, you will always find a few persons whom you will find interesting and knowledgeable and connect effortlessly. The key is to nurture this - see that you follow-up with a mail and\/or a call.<\/p>\n\n\n\n
If you are the type who feels inhibited to make an opening, then do not worry. I was advised by one of my mentors to just listen and not worry about talking and enjoy being there. If you listen and observe intently you will find yourself talking soon. Your focus on the interactions and not on your perceived ability, does the trick. Try it a couple of times and see for yourself.<\/p>\n\n\n\n
Lastly, for anything to succeed one has to have the desire, then comes the effort and discipline for achieving it. A small progress or a step with positive result, is the best encouragement for you to strive towards your goals. Do ponder on your actions and results to stay focused on continuing to do this.<\/p>\n\n\n\n
One related question I hear from many of my coachees is \"visibility\" within the organization. More on that in a later post.<\/p>\n","post_title":"Networking - when and how to begin?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"networking-when-and-how-to-begin","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:58","post_modified_gmt":"2024-01-29 14:50:58","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1521","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1517,"post_author":"30","post_date":"2014-10-29 09:30:26","post_date_gmt":"2014-10-29 04:00:26","post_content":"\n
$\"sell-it\"$ <\/a><\/figure>\n\n\n\n
As a child, I used to come up with various ideas for almost anything, and ask for Rs. 1000\/- per idea. Being a child, nobody would want to pay money, that too a thousand Rupees \u2013 but, I would get something else as an appreciation for my efforts. A toffee, a cone ice cream etc.<\/p>\n\n\n\n
Further on, when I used to be active in small groups, selling was more of ideas and to get the team to converge on something, that the group can take as an action.<\/p>\n\n\n\n
As a team leader, I needed to sell the vision of the project to the team, to get everybody\u2019s buy in.<\/p>\n\n\n\n
More recently, I have been in contact with many aspiring and active entrepreneurs. Selling is something that they do with every breath.<\/p>\n\n\n\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

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\n
What\u2019s your thought? Do you think these systems can be fairly built or is it a mirage? If yes, how do you do it? If you think it\u2019s a mirage, then how do you lead in today\u2019s knowledge industry?<\/p>\n\n\n\n
<\/p>\n","post_title":"Performance Appraisal : Bell Curve or Absolute Performance - What's good?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"performance-appraisal-bell-curve-or-absolute-performancewhats-good","to_ping":"","pinged":"","post_modified":"2024-09-23 20:14:40","post_modified_gmt":"2024-09-23 14:44:40","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3391","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3510,"post_author":"26","post_date":"2015-06-12 13:52:40","post_date_gmt":"2015-06-12 08:22:40","post_content":"\n
$\"Cryptic$ <\/a>
Cryptic daily stand up<\/figcaption><\/figure>\n\n\n\n
The Daily Scrum is one ceremony that the teams following Scrum adopt quickly. There are some hiccups initially, which are sorted out, often with inputs from the coach\/guide. The ceremony is on time and at fixed time, occurs even if Scrum Master is not present, team members unable to attend do call in or provide an email update. Good going!<\/p>\n\n\n\n
Now slowly things change and either the updates become cryptic or verbose. After observing many teams go through this, what comes to my mind is a famous rhetorical question on delays in projects:<\/p>\n\n\n\n
Q: How does a project get delayed by a month?<\/em><\/p>\n\n\n\n
A: One day at a time.<\/em><\/p>\n\n\n\n
Now why am I quoting this here? Because something similar happens. The updates go towards cryptic or verbose as one person goes in that direction and that is not observed\/ corrected. The Scrum Master has a key role in ensuring that the scrum process is followed, he has to be alert to this.<\/p>\n\n\n\n
Here is a typical scenario:<\/p>\n\n\n\n
Mohan is working on a task TKS-210 and has had a bit of a struggle with it. His update in the daily scrum is:<\/p>\n\n\n\n
I was working on TKSK-210, will continue, no impediments. (Sigh.)<\/p>\n\n\n\n
This is accepted, i.e., no one asks any questions, maybe the team members understand the status.<\/p>\n\n\n\n
The next day update too is similar. Now it is likely that couple more team members shift to this style of update. There is an innate, unconscious tendency in humans to mimic, imitate or follow other people, which surfaces time to time. Very soon all updates become similar.<\/p>\n\n\n\n
The ideal update would include some information on -
How much work is done?
When the work is expected to complete?
If completing soon, the team member will certainly state what task he is planning to pick up next.<\/p>\n\n\n\n
Is it quite possible that the thinking on \u201cwhat next\u201d will not happen in the minds, and that is not good. There is a possibility that \u201cI will continue...\u201d kind of update will result in the person continue on task and not take up another, even if it were possible, as words said aloud influence thoughts\/thinking.<\/p>\n\n\n\n
So the Scrum Master and the team has to be alert to how the updates are provided. They can always ask questions to elicit relevant information.<\/p>\n\n\n\n
One practice that will help - is the updating of remaining hours on the task. This if done regularly, will surface in the Daily Scrum and result in update being more specific. If the remaining hours on a task is a fraction of the day, it prompts the team member to the \u201cwhat next\u201d thinking, and share the same.<\/p>\n\n\n\n
Do you have any similar experiences? Would like to hear them as well as your views.<\/p>\n","post_title":"Keeping Daily Scrum focused...","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"keeping-daily-scrum-focused","to_ping":"","pinged":"","post_modified":"2024-01-29 14:49:32","post_modified_gmt":"2024-01-29 14:49:32","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3510","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3343,"post_author":"26","post_date":"2015-05-15 09:38:10","post_date_gmt":"2015-05-15 04:08:10","post_content":"\n
As a coach, a recurring situation one faces, towards the end of the first sprint after the coaching has started, is the push and shove to the retrospective. After seemingly making the team understand that two key aspect of Agile Scrum are to surface the problems at the earliest<\/strong> and avoiding any kind of waste<\/strong>. I naively expected that the team will be eager to do the retrospective, but wiser now.<\/p>\n\n\n\n
$\"lookingback\"$ <\/figure>\n\n\n\n
<\/p>\n\n\n\n
The team will be scrambling to wrap up the work and close all stories to meet the sprint commitment made, the sprint will be kept open till the the very end and at times a few hours into the next sprint. The Sprint Planning for next sprint has to start, the Sprint Review needs to happen for stories to be closed, where is the time for retrospective? Can it be done next time?<\/p>\n\n\n\n
At times they combine Retrospective and Sprint Planning, which results in speeding through the retrospective and getting quickly into the planning. Add to this the different locations and time zones of the PO and Scrum Team. The retrospective at times is scheduled after Sprint Planning, which is anyway better than not having it at all.<\/p>\n\n\n\n
So here is how it goes, the three questions are asked, inputs collated and a mail sent to all stakeholders and the collated inputs made available in a common area. Very less focus on listening to each other and trying to resolve issues.<\/p>\n\n\n\n
The way I deal with this is that I share with the Scrum Master and team on how an ideal Retrospective should proceed and leave it to them to get close to it:
- Use post-its to capture what went well, stick on board, have one of team read all of it. Clarify any point that is not clear,
- Same for what did not go well,
- Same for what they would start to do,
- At this juncture prioritize the start to do\/action items and brainstorm, starting from top till the time runs out.<\/p>\n\n\n\n
This has worked well, teams typically identify one to three items and come up with reasonable details for implementing them. If required I remind them of these mid sprint, some steps are taken and progress made, this helps in them getting into the habit of doing retrospectives regularly.<\/p>\n\n\n\n
One more point to note is that a problem that seems \u201ca way of life\u201d, at end of first sprint may get some solutions, in the subsequent sprint. My reading of this is that the problem when noted first is annoying and frustrating, team is mentally tired to work on it. But when the same problem surfaces again, they are able to come up with a solution, as the frustration is vented in past.<\/p>\n\n\n\n
Let me share one example. This is to do with a scarce DBA resource causing stories to be re-opened due to delayed inputs\/review. At the end of first sprint they made note of this issue and came out strongly on \u201cthis how it is going to be\u201d, \u201cwe have escalated enough already in past\u201d. The issue surfaced again in next sprint, as it was discussed before, the emotions were in check. One of team suggested that we use the grooming pattern, i.e., plan\/do in advance. They figured out a way to deal with it.<\/p>\n\n\n\n
Another oft repeating issue is the frustration of not being able to close a story, because just the show and tell (demo) could not happen, or a build and test in correct environment was not completed due to big queue in CM. The team argues for closing the story, they feel that they are loosing story points for no fault of theirs. Here as a coach, one has to reinforce the concept of \u201cDone\u201d and revisit the concept of \u201cVelocity\u201d.<\/p>\n","post_title":"Initial coaching interventions for Retrospectives","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"initial-coaching-interventions-for-retrospectives","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:04","post_modified_gmt":"2024-01-29 14:50:04","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3343","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3339,"post_author":"26","post_date":"2015-04-11 09:33:55","post_date_gmt":"2015-04-11 04:03:55","post_content":"\n
Teams new to Scrum have a product backlog. The backlog will be groomed to some degree, typically have clarity for up to one to two sprints. The priority will be clear, with fair amount of detail on the requirements. The estimates may be present, it could be story points or a masked form of an effort estimate.<\/p>\n\n\n\n
The Product Owner (PO), who is not co-located in most of the teams will participate in Sprint Planning and along with the Scrum Master and team pick a set of stories to be done in the Sprint. After this the team jumps into doing the work. Detailed Sprint Planning is given a miss as PO will not be available for the entire duration and the team reluctant to do task based estimate for variety of reasons, if they do it is done by a few senior members of the team.<\/p>\n\n\n\n
This is where the first intervention from coach is needed, coax them to do detailed planning i.e., break down the stories into tasks and corresponding effort estimates. Insist that the entire team be involved and ensure that they balance the work they are taking up with the capacity the team has. Here is where they get to see one of the characteristics of Scrum \u2013 uncovering the problems at the earliest, and as a coach one should ensure that they become aware of it.<\/p>\n\n\n\n
$\"Sprint_Plan_1\"$ <\/figure>\n\n\n\n
Few things they discover:
- there may not be enough Analysis\/Dev\/DBA\/QA capacity in the team
- some of the team may not be fully utilized
- as they break down stories to tasks they realize that some stories cannot be completed, due to external dependencies, that is unlikely to be fulfilled.
- they may require more information from the PO.
- lastly the entire team gains an understanding what is planned to be accomplished.<\/p>\n\n\n\n
And it is interesting to see how they work around this:
- make use of team members not fully utilized to accomplish some of the tasks.
- the above at times involves redistributing the work, so that team members volunteering outside their domain, can take up relatively simpler tasks.
- go back to PO\/stakeholders and try to get the dependencies resolved or pick another story, this one requires a push from coach.
- get clarity on requirements from PO, this has to happen the next day.
- re-adjust the sprint backlog taking the above into account.<\/p>\n\n\n\n
$\"Sprint_Plan_2\"$ <\/figure>\n\n\n\n
At times guidelines are adhered to, planning sessions is time-boxed, they assume that all planning needs to happen in one sitting. Here is where, as a coach, one has to make them see the \"why\" behind a particular step, \"what\" outcome is desired? The outcome of having a proper Sprint Plan is more important than accomplishing it a single time-boxed session.<\/p>\n\n\n\n
As they complete this they realize that in past sprints, they grappled with these issues, towards the end of the sprint. Now they have ample time to cope with it \u2013 the benefit of Scrum uncovering problems earlier is leveraged.<\/p>\n\n\n\n
There is reluctance to do task effort estimates. In the traditional planning task estimates are done for entire project even with some requirements not being clear. This would have resulted in lot of waste, this coupled with notion that agile means no planning is the major cause of the reluctance. As a coach, one needs to highlight that there is better clarity on requirements and it is being done for just a sprint, so there is no waste. The reluctance is also due to lack of understanding of the difference between story point, size and effort estimates, this needs to be addressed.<\/p>\n\n\n\n
At this juncture the team is ready to make and take on the commitment with higher confidence. You can see the related blog on retrospectives.<\/p>\n","post_title":"Initial coaching interventions for Sprint Planning","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"initial-coaching-interventions-for-sprint-planning","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:24","post_modified_gmt":"2024-01-29 14:50:24","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3339","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1519,"post_author":"33","post_date":"2014-11-09 12:15:54","post_date_gmt":"2014-11-09 06:45:54","post_content":"\n
$\"\"\/$ <\/figure>\n\n\n\n
  <\/p>\n\n\n\n
Leaders have only two jobs:<\/p>\n\n\n\n
1) Getting work done<\/p>\n\n\n\n
2) Growing the people<\/p>\n\n\n\n
Coaching as a leadership\/management style achieves both.<\/p>\n\n\n\n
With Command & Control approach, managers may get the work done in the short term, by force. But that might have negative impacts on the team in terms of :<\/p>\n\n\n\n
- Lack of ownership<\/p>\n\n\n\n
- Low motivation<\/p>\n\n\n\n
- Poor quality output<\/p>\n\n\n\n
- Low productivity<\/p>\n\n\n\n
- Missed schedules etc.<\/p>\n\n\n\n
Command & Control might also impact development of team members negatively. Teams might wait for manager to give instruction. They might hesitate to take initiative as it might get overruled by the manager. They might stop thinking new & innovative ideas as the manager will always tell them what to do.<\/p>\n\n\n\n
On the other hand, with Coaching as the leadership style, managers will empower the team members to come out with new ideas, solutions and encourage them to implement them. They will help the team members to discover their strengths by asking questions & challenging them. This builds motivation and ownership in the team members.<\/p>\n\n\n\n
Having said that, there are situations where Managers need to use command & control approaches. For example, in a fire fighting situation where extremely quick response in needed. There will be a need for different approaches for different team members \u2013 someone may need more directive input & constant oversight and someone may need a lot of freedom.<\/p>\n\n\n\n
A good leader is one who has high self awareness, self-regulation, self-motivation and empathy through which he\/she can sense and respond differently, in a conscious way, to different situations & different people.<\/p>\n\n\n\n
However, to be a good Leader, coaching way of management style should be the most natural approach and command & control should be the exception.<\/p>\n","post_title":"Coaching vs Command & Control style of Management","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"coaching-vs-command-control-style-of-management","to_ping":"","pinged":"","post_modified":"2024-01-29 15:34:20","post_modified_gmt":"2024-01-29 15:34:20","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1519","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1456,"post_author":"31","post_date":"2014-11-09 12:15:37","post_date_gmt":"2014-11-09 06:45:37","post_content":"\n
In an earlier article \u201cJourney of a coach \u2013 theory & practice (Part I)<\/a>, we introduced the \u201ccircles of influence\u201d which form the context (see diagram below) for coaching process.<\/p>\n\n\n\n
$\"image\"$ <\/a> The circles in the diagram above have a significant bearing on coaching effectiveness and need to be addressed by the coach using the theory of coaching (such as Whitmore\u2019s book on \u201cCoaching for Performance\u201d). In the case of some circles, the theory may \u201cend\u201d at some point and the coach will have \u201cinterpret\u201d and \u201cextend\u201d it for the specific coachee situation at hand.<\/p>\n\n\n\n
We covered the following in Part I of this article:<\/p>\n\n\n\n
\u00b7 Circle #1: Are all situations \u201ccoaching situations\u201d?<\/p>\n\n\n\n
\u00b7 Circle #2: Are people always receptive to coaching?<\/p>\n\n\n\n
In this Part II, we will cover the two remaining circles.<\/p>\n\n\n\n
Circle #3: Are coaches sometimes helpless?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
Circle #3 above regarding \u201cbeliefs, perceptions and personal circumstances\u201d can actually be quite a hard shell hindering coaching progress. But it is often an invisible hard shell because people will share only so much of their innermost beliefs and personal circumstances even though they are impacting their work performance. Coaches make chance discoveries of this shell in the Reality check part (that is, the current state of affairs that needs to improve to meet the Goal) of the Goal-Reality-Options-Will (GROW) model of Whitmore. Here are examples:<\/p>\n\n\n\n
\u00b7 A coachee once candidly admitted that he was himself the reason for his declining performance at work. The reason was that his family was going through his sister\u2019s painful divorce in the US and her life coming back to India. He just could not go about work as usual<\/p>\n\n\n\n
\u00b7 A second coachee had a lot of issues with his manager. He felt that the manager\u2019s lack of domain knowledge resulted in his not realizing & recognizing the value of the coachee\u2019s work. In addition, the coachee seemed to indicate that lack of recognition of his work had to do with his belonging to a minority religious community in India<\/p>\n\n\n\n
\u00b7 Yet another coachee told my colleague (also a Performance Coach) that her problems arose because her boss was an inveterate woman-hater<\/p>\n\n\n\n
These are situations of tight-rope walking for a performance coach! In situations of personal crisis, the coach may only help by sympathetic and patient listening. This may help the coachee more than one would think \u2013 just getting the problem \u201coff his chest\u201d often helps and relieves stress. Being less stressed, he may be able to come to grips with his personal predicament and deal with it better. However, coachee\u2019s entrenched beliefs on, say, religion and gender can be very challenging for the coach to deal with. Some deep-rooted beliefs may indicate pathology needing help from a trained therapist \u2013 far beyond the scope of performance coaching and the ability of the coach.<\/p>\n\n\n\n
Circle #4: Is the coachee\u2019s work environment conducive?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The last circle of influence is the coachee\u2019s work. Sometimes, people have told me that they are \u201cstuck\u201d in positions \u2013 say, \u201croutine\u201d software bug fixing and maintenance where there is really no scope for \u201clearning, enjoyment and fulfillment\u201d (you may like to read My Team is not motivated!!!<\/a> by my colleague Prasanna Moses on this). Most of us would agree that there is far less drudgery at work in today\u2019s knowledge-centric world than even just 30 years ago. We would also agree that there is no such thing as 100% \u201csexy\u201d work (unless of course, you are doing breakthrough work of your calling \u2013 say, in quantum computing). So, when coachees complain about their current work\/role and the lack of sexiness thereof, I ask them questions about what makes it boring, what they can do about it and so on \u2013 hopefully making them better aware of interesting possibilities in what they were doing. In some cases, people have hinted to me that they are considering quitting their \u201cboring\u201d job and looking for a reaction. Under such circumstances, to be fair to the coachee and to the coachee\u2019s employer (who is paying my fees!), I would say the best option is to ask the coachee questions exploring his rationale for leaving (without being judgmental on whether it is right or wrong) \u2013 like what does he think leaving the job will achieve, how will it get him closer to his goals, how is he sure that the same problems would not repeat themselves in the new organization and so on. The ultimate decision should be the coachee\u2019s based on introspection triggered by your questions. He may still choose to quit \u2013 but that is another matter! As far as you are concerned as a coach, you have played it fair & square. It is not unthinkable that you as the coach may actually agree with his rationale for seeking another job!<\/p>\n\n\n\n
A related aspect is also the organizational environment in which the coachee works \u2013 over & above his immediate work\/role discussed above. In sports coaching, the strong individual motivation is a given and the coachee has a great deal of control over what he can and cannot do to enhance his performance. The circumstances for software project managers are different. Their GROW model is in the context of an organization with its culture, policies, processes and so on. As a coach, I have encountered some real challenges here \u2013 the Project Manager may be aspiring to do something of value in his project but his line management and work environment may not be supportive. Some organizational policies can be insensitive to people and even draconian. In one software development organization, if project team members logged in less than 40 hours per week of approved work, there would be automatic cuts in their pay while the significant additional work needed at other times went scarcely noticed! How can one be expected to learn and enjoy their work in such an environment? In such cases, we do bring it up with the line management for addressing them and offer our help as well. To be honest, it worked sometimes and it did not in as many cases.<\/p>\n\n\n\n
In summary, as a practicing coach, you are bound to run into situations like the ones above which make you stop and ponder as to what extent theory can lead practice! You may need to introspect and think of newer ways of extending \u201ctheory\u201d or just use good old common sense and move on! At PM Power, we have the coaches\u2019 conclave where these situations are discussed to see how best to help the coachee considering all the circles of influence. It has significantly helped our coaches in specific situations and in honing their coaching skills in general.<\/p>\n\n\n\n
We invite you to share your coaching experiences (as a coach or a coachee) and we would be happy to share our perspectives which may be of help. You may reach us at info@pm-powerconsulting.com.<\/p>\n","post_title":"Journey of a coach - theory & practice (Part II)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-ii","to_ping":"","pinged":"","post_modified":"2024-01-29 10:54:32","post_modified_gmt":"2024-01-29 10:54:32","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1456","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1514,"post_author":"31","post_date":"2014-11-02 12:24:22","post_date_gmt":"2014-11-02 06:54:22","post_content":"\n
A speaker finishes a great speech \u2013 at least, HE thinks it is great! He then asks, \u201cAny questions?\u201d What does he expect? If I were him, I would expect the audience to demonstrate a level of understanding of what the speech was all about and ask meaningful questions - clarifying the ground covered and even extending from there.<\/p>\n\n\n\n
These are situations where one actually wants to be questioned to get a sense a satisfaction that the effort (the speech, in this case) has been worthwhile. But there are other situations where being questioned has a very negative connotation. It implies questioning the ability of the person being questioned or the work that he has done.<\/p>\n\n\n\n
The important thing is that the intent of questioning should be to seek understanding rather than putting down someone. Hence, even the tone of questioning is very important. Consider the difference between, \u201cWhy did you do THAT?\u201d and \u201cWhat are your reasons for doing THAT?\u201d<\/p>\n\n\n\n
The tone of the former question is judgmental while the same question asked differently demonstrates an openness and a neutral tone. The tone is important because it can either put people off & make them defensive or it can make them relaxed and explain their rationale for an idea or a course of action.<\/p>\n\n\n\n
From the above, it follows that there is a big difference between \u201cquestioning\u201d and \u201casking questions\u201d.<\/p>\n\n\n\n
$\"image\"$ <\/figure>\n\n\n\n
In the work context, a manager who adopts an approach of \u201casking questions\u201d enables an environment where his reportees apply their mind to the situation at hand and exercise their best judgment on the right course of action.<\/p>\n\n\n\n
The manager can use questions to expand the reportee\u2019s thinking and make him aware of aspects he may not have thought of (instead of just instructing him what to do).<\/p>\n\n\n\n
Hence asking questions contributes to the reportee\u2019s overall development and ability to deal with situations with minimal oversight. Equally important, it enables greater responsibility on the part of the reportee so that the implementation aspects of his suggestions are fully owned by him.<\/p>\n\n\n\n
Through this, the manager\u2019s time is also freed up from routine oversight functions to take up important but not urgent tasks.<\/p>\n\n\n\n
In a highly dynamic world, the approach of \u201casking questions\u201d is not just \u201ca nice to have\u201d but an imperative to empower people and ensure that the organization as a whole responds fast to changes in the environment.<\/p>\n\n\n\n
\u201cAsking questions\u201d is an essential part of the tool set of a coach who may be the line manager himself. You consciously adopt the approach for improving the \u201cawareness\u201d of the coachee and therefore, open his mind to his perceptions & other possibilities and take \u201cresponsibility\u201d for the options for actions that he chooses.<\/p>\n\n\n\n
Finally, adopting the approach of \u201casking questions\u201d needs a complementing skill which is ACTIVE listening. A coach cannot sustain a session of asking questions without actually listening well, understanding and re-phrasing of what the coachee says.<\/p>\n\n\n\n
As with most things in life, practice makes perfect \u2013 it takes time and experience to hone the approach of asking questions and the skill of active listening. But they can indeed be developed for individual and organizational benefit. The time to start is NOW!<\/p>\n","post_title":"Questioning and Asking Questions - what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"questioning-and-asking-questions-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:02","post_modified_gmt":"2024-01-29 10:55:02","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1514","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1448,"post_author":"31","post_date":"2014-11-02 06:59:09","post_date_gmt":"2014-11-02 01:29:09","post_content":"\n
This article is part of the series on \u201cJourney of a coach\u201d covering my experiences as a performance coach. You may have the read an earlier article in the series on \u201cJourney of a coach \u2013 the beginning\u201d<\/a>. The journey continues here...<\/p>\n\n\n\n
Yogi Berra, New York Yankees baseball player (arguably the best catcher of all time) said, \u201cIn theory, there is no difference between theory & practice. But in practice, there is!\u201d So, this article is about the theory & practice of coaching for performance \u2013 not baseball players but people managing software projects.<\/p>\n\n\n\n
In my context, the \u201ctheory\u201d was mostly \u201cCoaching for Performance\u201d by John Whitmore (by the way, there is another article of mine on Whitmore<\/a> if you are interested). The \u201cpractice\u201d was, of course, my actual experiences over the years.<\/p>\n\n\n\n
A caveat \u2013 I am not here to debunk theory and hail practice - as a cardiac surgeon might! I have a great deal of respect for Whitmore\u2019s book on Coaching for Performance. The book provided a solid reference and a practical guide for my work as a coach all these years.<\/p>\n\n\n\n
However, I do have my own \u201cinterpretations\u201d and \u201cextensions\u201d of the theory in actual practice which I wish to share. I will use the diagram below which shows the context for coaching.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
You can see the \u201ccircles of influence\u201d around the coachee which would have a bearing on coaching and its effectiveness. We will cover each of these circles with examples. Note that the coach\u2019s experience, beliefs and perceptions are also significant in the context in addition to his skills for coaching.<\/p>\n\n\n\n
Circle #1: Are all situations \u201ccoaching situations\u201d?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The first circle of influence is the coaching situation faced by the coachee at work. For example, it could be that he is recently promoted and finds gaining acceptance in his team a challenge.<\/p>\n\n\n\n
The question is whether all such work situations are amenable for coaching - whether you are the manager of the coachee or an external coach. If you follow the \u201ctheory\u201d (that is Whitmore), a coaching style can become the default management style of the entire organization for all occasions.<\/p>\n\n\n\n
In other words, all manager-reportee interactions can naturally follow the coaching style \u2013 the manager following the sequence of helping his reportee to identify the goal he is seeking to achieve, assess the current state of affairs, consider the available options to achieve the goal and making the commitment-making to make it happen.<\/p>\n\n\n\n
That is all very well, but what if you are a commando fighting a guerrilla war in a jungle and see a metal tube from the foliage pointing at you. Your commander (\u201cmanager\u201d) is not going to coach you through the situation, is he?<\/p>\n\n\n\n
There are also other equivalent (but less extreme) situations at work when time is of essence and all that the coachee needs is information or simple direction (like for example, how to balance staff loading in a project schedule).<\/p>\n\n\n\n
So, my interpretation of theory is that there is better pay-off of coaching in some situations than others. However, there are many, many work situations wherein the quality of work<\/b> or results<\/b> is very important, the learning<\/b> for the coachee very important and it is not an emergency<\/b>. Coaching is very relevant in those cases.<\/p>\n\n\n\n
Circle #2: Are people always receptive to coaching?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The next circle of influence is relating to how receptive people are to coaching even if their work situation was amenable for it.<\/p>\n\n\n\n
Are they motivated enough to become more aware<\/b> and take responsibility<\/b> by themselves and not just because their employer has enrolled them in a training & coaching program?<\/p>\n\n\n\n
Maslow\u2019s theory is that motivation is linked to the stage an individual is at in a hierarchy of needs (see diagram below from Whitmore\u2019s Coaching for Performance). Note that Whitmore has split Maslow\u2019s Esteem stage into two \u2013 Esteem from others and Self-esteem.<\/p>\n\n\n\n
At the stage of Esteem from others, one is looking \u201cexternal\u201d recognition and prestige as motivators. At the stage of Self-esteem, external motivators tend to become less important. More important is the need to make a difference and being empowered to do so enhancing self-esteem. This self-esteem stage is where coaching makes the biggest impact for personal growth.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
Source: Coaching for Performance by John Whitmore<\/i><\/p>\n\n\n\n
There are a few more \u201ccircles\u201d to cover which we will in Part II of the article.<\/p>\n\n\n\n
Till then...<\/p>\n","post_title":"Journey of a coach - theory & practice (Part I)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-i","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:34","post_modified_gmt":"2024-01-29 10:55:34","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1521,"post_author":"26","post_date":"2014-10-30 10:57:02","post_date_gmt":"2014-10-30 05:27:02","post_content":"\n
$\"Network_whenhow2\"$ <\/a><\/figure>\n\n\n\n
One is never without a network and if you are reading this - it may be more to know how to grow it and\/or to overcome obstacles, often due to one's level comfort with so called \"networking\".<\/p>\n\n\n\n
If you look at how you:<\/p>\n\n\n\n
\n
got the opportunity to work in your current position<\/li>\n\n\n\n
got into your college\/school<\/li>\n\n\n\n
got your house on rent or bought your apartment<\/li>\n<\/ul>\n\n\n\n
you will see that a network - formal, informal or virtual (internet based) was at play.<\/p>\n\n\n\n
I will focus on growing your professional network and a few simple steps for it and not delve into specifics of social media, as all of you would be familiar with it.<\/p>\n\n\n\n
First, start with your existing network - which will be your current and past colleagues, your college and school alumni, friends and family. See that you stay in touch with them, by meeting them up or electronically, if you are not in touch start right away. Sending greetings for important occasions, festivals and events is a good way to start. Make it a point to call a few of them over the commute\/ weekends and work on the complete list slowly and steadily, start at top the list again once you complete it.<\/p>\n\n\n\n
What if you need to ask for a reference or a favor from a person with whom you are not in regular touch. The best way to is to be honest, there is no point in coming up with a phony reason to get in touch with them and ask for what you want. Your honesty will be appreciated, after that do thank them and make an effort to stay in touch with them. See that your nurture this set of contacts where you have already made a start.<\/p>\n\n\n\n
Once, when I was looking out for a job using my network, I made it a point to call and thank all those who forwarded my resume to their contacts and I sent a book as a gift to thank all those contacts whose help took me to the interview stage. I did it without any motive and what amazed me was the warmth from these contacts in all my future interactions.<\/p>\n\n\n\n
Second area to focus on are the professional events - there will be events where your technical or managerial domain will be the focus. You may be sponsored\/encouraged by your organizations to attend them, do not let is pass citing an excuse of being busy. Do make time to attend a few of them. If you find that you do not have this opportunity then see that you find such events and enroll yourself.<\/p>\n\n\n\n
In my experience these events certainly help you make a few contacts, you will always find a few persons whom you will find interesting and knowledgeable and connect effortlessly. The key is to nurture this - see that you follow-up with a mail and\/or a call.<\/p>\n\n\n\n
If you are the type who feels inhibited to make an opening, then do not worry. I was advised by one of my mentors to just listen and not worry about talking and enjoy being there. If you listen and observe intently you will find yourself talking soon. Your focus on the interactions and not on your perceived ability, does the trick. Try it a couple of times and see for yourself.<\/p>\n\n\n\n
Lastly, for anything to succeed one has to have the desire, then comes the effort and discipline for achieving it. A small progress or a step with positive result, is the best encouragement for you to strive towards your goals. Do ponder on your actions and results to stay focused on continuing to do this.<\/p>\n\n\n\n
One related question I hear from many of my coachees is \"visibility\" within the organization. More on that in a later post.<\/p>\n","post_title":"Networking - when and how to begin?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"networking-when-and-how-to-begin","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:58","post_modified_gmt":"2024-01-29 14:50:58","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1521","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1517,"post_author":"30","post_date":"2014-10-29 09:30:26","post_date_gmt":"2014-10-29 04:00:26","post_content":"\n
$\"sell-it\"$ <\/a><\/figure>\n\n\n\n
As a child, I used to come up with various ideas for almost anything, and ask for Rs. 1000\/- per idea. Being a child, nobody would want to pay money, that too a thousand Rupees \u2013 but, I would get something else as an appreciation for my efforts. A toffee, a cone ice cream etc.<\/p>\n\n\n\n
Further on, when I used to be active in small groups, selling was more of ideas and to get the team to converge on something, that the group can take as an action.<\/p>\n\n\n\n
As a team leader, I needed to sell the vision of the project to the team, to get everybody\u2019s buy in.<\/p>\n\n\n\n
More recently, I have been in contact with many aspiring and active entrepreneurs. Selling is something that they do with every breath.<\/p>\n\n\n\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 10 of 12 Previous 1 … 9 10 11 12 Next

\n
Personally, I would like to see a system where the organization decentralizes this decision at the level at which people can make the decisions on allocation of budgets, career moves, promotions, hiring and firing \u2013 which in many ways are the outcome of this process. The closer you bring this to the place of action, the better aligned it will be to the needs of the team. The process of allocation from the corporate to these groups itself, should also be made clear up-front. That to me is true empowerment. That to me will show the ability of the corporate to create a self-managing organization.<\/p>\n\n\n\n
What\u2019s your thought? Do you think these systems can be fairly built or is it a mirage? If yes, how do you do it? If you think it\u2019s a mirage, then how do you lead in today\u2019s knowledge industry?<\/p>\n\n\n\n
<\/p>\n","post_title":"Performance Appraisal : Bell Curve or Absolute Performance - What's good?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"performance-appraisal-bell-curve-or-absolute-performancewhats-good","to_ping":"","pinged":"","post_modified":"2024-09-23 20:14:40","post_modified_gmt":"2024-09-23 14:44:40","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3391","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3510,"post_author":"26","post_date":"2015-06-12 13:52:40","post_date_gmt":"2015-06-12 08:22:40","post_content":"\n
$\"Cryptic$ <\/a>
Cryptic daily stand up<\/figcaption><\/figure>\n\n\n\n
The Daily Scrum is one ceremony that the teams following Scrum adopt quickly. There are some hiccups initially, which are sorted out, often with inputs from the coach\/guide. The ceremony is on time and at fixed time, occurs even if Scrum Master is not present, team members unable to attend do call in or provide an email update. Good going!<\/p>\n\n\n\n
Now slowly things change and either the updates become cryptic or verbose. After observing many teams go through this, what comes to my mind is a famous rhetorical question on delays in projects:<\/p>\n\n\n\n
Q: How does a project get delayed by a month?<\/em><\/p>\n\n\n\n
A: One day at a time.<\/em><\/p>\n\n\n\n
Now why am I quoting this here? Because something similar happens. The updates go towards cryptic or verbose as one person goes in that direction and that is not observed\/ corrected. The Scrum Master has a key role in ensuring that the scrum process is followed, he has to be alert to this.<\/p>\n\n\n\n
Here is a typical scenario:<\/p>\n\n\n\n
Mohan is working on a task TKS-210 and has had a bit of a struggle with it. His update in the daily scrum is:<\/p>\n\n\n\n
I was working on TKSK-210, will continue, no impediments. (Sigh.)<\/p>\n\n\n\n
This is accepted, i.e., no one asks any questions, maybe the team members understand the status.<\/p>\n\n\n\n
The next day update too is similar. Now it is likely that couple more team members shift to this style of update. There is an innate, unconscious tendency in humans to mimic, imitate or follow other people, which surfaces time to time. Very soon all updates become similar.<\/p>\n\n\n\n
The ideal update would include some information on -
How much work is done?
When the work is expected to complete?
If completing soon, the team member will certainly state what task he is planning to pick up next.<\/p>\n\n\n\n
Is it quite possible that the thinking on \u201cwhat next\u201d will not happen in the minds, and that is not good. There is a possibility that \u201cI will continue...\u201d kind of update will result in the person continue on task and not take up another, even if it were possible, as words said aloud influence thoughts\/thinking.<\/p>\n\n\n\n
So the Scrum Master and the team has to be alert to how the updates are provided. They can always ask questions to elicit relevant information.<\/p>\n\n\n\n
One practice that will help - is the updating of remaining hours on the task. This if done regularly, will surface in the Daily Scrum and result in update being more specific. If the remaining hours on a task is a fraction of the day, it prompts the team member to the \u201cwhat next\u201d thinking, and share the same.<\/p>\n\n\n\n
Do you have any similar experiences? Would like to hear them as well as your views.<\/p>\n","post_title":"Keeping Daily Scrum focused...","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"keeping-daily-scrum-focused","to_ping":"","pinged":"","post_modified":"2024-01-29 14:49:32","post_modified_gmt":"2024-01-29 14:49:32","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3510","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3343,"post_author":"26","post_date":"2015-05-15 09:38:10","post_date_gmt":"2015-05-15 04:08:10","post_content":"\n
As a coach, a recurring situation one faces, towards the end of the first sprint after the coaching has started, is the push and shove to the retrospective. After seemingly making the team understand that two key aspect of Agile Scrum are to surface the problems at the earliest<\/strong> and avoiding any kind of waste<\/strong>. I naively expected that the team will be eager to do the retrospective, but wiser now.<\/p>\n\n\n\n
$\"lookingback\"$ <\/figure>\n\n\n\n
<\/p>\n\n\n\n
The team will be scrambling to wrap up the work and close all stories to meet the sprint commitment made, the sprint will be kept open till the the very end and at times a few hours into the next sprint. The Sprint Planning for next sprint has to start, the Sprint Review needs to happen for stories to be closed, where is the time for retrospective? Can it be done next time?<\/p>\n\n\n\n
At times they combine Retrospective and Sprint Planning, which results in speeding through the retrospective and getting quickly into the planning. Add to this the different locations and time zones of the PO and Scrum Team. The retrospective at times is scheduled after Sprint Planning, which is anyway better than not having it at all.<\/p>\n\n\n\n
So here is how it goes, the three questions are asked, inputs collated and a mail sent to all stakeholders and the collated inputs made available in a common area. Very less focus on listening to each other and trying to resolve issues.<\/p>\n\n\n\n
The way I deal with this is that I share with the Scrum Master and team on how an ideal Retrospective should proceed and leave it to them to get close to it:
- Use post-its to capture what went well, stick on board, have one of team read all of it. Clarify any point that is not clear,
- Same for what did not go well,
- Same for what they would start to do,
- At this juncture prioritize the start to do\/action items and brainstorm, starting from top till the time runs out.<\/p>\n\n\n\n
This has worked well, teams typically identify one to three items and come up with reasonable details for implementing them. If required I remind them of these mid sprint, some steps are taken and progress made, this helps in them getting into the habit of doing retrospectives regularly.<\/p>\n\n\n\n
One more point to note is that a problem that seems \u201ca way of life\u201d, at end of first sprint may get some solutions, in the subsequent sprint. My reading of this is that the problem when noted first is annoying and frustrating, team is mentally tired to work on it. But when the same problem surfaces again, they are able to come up with a solution, as the frustration is vented in past.<\/p>\n\n\n\n
Let me share one example. This is to do with a scarce DBA resource causing stories to be re-opened due to delayed inputs\/review. At the end of first sprint they made note of this issue and came out strongly on \u201cthis how it is going to be\u201d, \u201cwe have escalated enough already in past\u201d. The issue surfaced again in next sprint, as it was discussed before, the emotions were in check. One of team suggested that we use the grooming pattern, i.e., plan\/do in advance. They figured out a way to deal with it.<\/p>\n\n\n\n
Another oft repeating issue is the frustration of not being able to close a story, because just the show and tell (demo) could not happen, or a build and test in correct environment was not completed due to big queue in CM. The team argues for closing the story, they feel that they are loosing story points for no fault of theirs. Here as a coach, one has to reinforce the concept of \u201cDone\u201d and revisit the concept of \u201cVelocity\u201d.<\/p>\n","post_title":"Initial coaching interventions for Retrospectives","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"initial-coaching-interventions-for-retrospectives","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:04","post_modified_gmt":"2024-01-29 14:50:04","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3343","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3339,"post_author":"26","post_date":"2015-04-11 09:33:55","post_date_gmt":"2015-04-11 04:03:55","post_content":"\n
Teams new to Scrum have a product backlog. The backlog will be groomed to some degree, typically have clarity for up to one to two sprints. The priority will be clear, with fair amount of detail on the requirements. The estimates may be present, it could be story points or a masked form of an effort estimate.<\/p>\n\n\n\n
The Product Owner (PO), who is not co-located in most of the teams will participate in Sprint Planning and along with the Scrum Master and team pick a set of stories to be done in the Sprint. After this the team jumps into doing the work. Detailed Sprint Planning is given a miss as PO will not be available for the entire duration and the team reluctant to do task based estimate for variety of reasons, if they do it is done by a few senior members of the team.<\/p>\n\n\n\n
This is where the first intervention from coach is needed, coax them to do detailed planning i.e., break down the stories into tasks and corresponding effort estimates. Insist that the entire team be involved and ensure that they balance the work they are taking up with the capacity the team has. Here is where they get to see one of the characteristics of Scrum \u2013 uncovering the problems at the earliest, and as a coach one should ensure that they become aware of it.<\/p>\n\n\n\n
$\"Sprint_Plan_1\"$ <\/figure>\n\n\n\n
Few things they discover:
- there may not be enough Analysis\/Dev\/DBA\/QA capacity in the team
- some of the team may not be fully utilized
- as they break down stories to tasks they realize that some stories cannot be completed, due to external dependencies, that is unlikely to be fulfilled.
- they may require more information from the PO.
- lastly the entire team gains an understanding what is planned to be accomplished.<\/p>\n\n\n\n
And it is interesting to see how they work around this:
- make use of team members not fully utilized to accomplish some of the tasks.
- the above at times involves redistributing the work, so that team members volunteering outside their domain, can take up relatively simpler tasks.
- go back to PO\/stakeholders and try to get the dependencies resolved or pick another story, this one requires a push from coach.
- get clarity on requirements from PO, this has to happen the next day.
- re-adjust the sprint backlog taking the above into account.<\/p>\n\n\n\n
$\"Sprint_Plan_2\"$ <\/figure>\n\n\n\n
At times guidelines are adhered to, planning sessions is time-boxed, they assume that all planning needs to happen in one sitting. Here is where, as a coach, one has to make them see the \"why\" behind a particular step, \"what\" outcome is desired? The outcome of having a proper Sprint Plan is more important than accomplishing it a single time-boxed session.<\/p>\n\n\n\n
As they complete this they realize that in past sprints, they grappled with these issues, towards the end of the sprint. Now they have ample time to cope with it \u2013 the benefit of Scrum uncovering problems earlier is leveraged.<\/p>\n\n\n\n
There is reluctance to do task effort estimates. In the traditional planning task estimates are done for entire project even with some requirements not being clear. This would have resulted in lot of waste, this coupled with notion that agile means no planning is the major cause of the reluctance. As a coach, one needs to highlight that there is better clarity on requirements and it is being done for just a sprint, so there is no waste. The reluctance is also due to lack of understanding of the difference between story point, size and effort estimates, this needs to be addressed.<\/p>\n\n\n\n
At this juncture the team is ready to make and take on the commitment with higher confidence. You can see the related blog on retrospectives.<\/p>\n","post_title":"Initial coaching interventions for Sprint Planning","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"initial-coaching-interventions-for-sprint-planning","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:24","post_modified_gmt":"2024-01-29 14:50:24","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3339","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1519,"post_author":"33","post_date":"2014-11-09 12:15:54","post_date_gmt":"2014-11-09 06:45:54","post_content":"\n
$\"\"\/$ <\/figure>\n\n\n\n
  <\/p>\n\n\n\n
Leaders have only two jobs:<\/p>\n\n\n\n
1) Getting work done<\/p>\n\n\n\n
2) Growing the people<\/p>\n\n\n\n
Coaching as a leadership\/management style achieves both.<\/p>\n\n\n\n
With Command & Control approach, managers may get the work done in the short term, by force. But that might have negative impacts on the team in terms of :<\/p>\n\n\n\n
- Lack of ownership<\/p>\n\n\n\n
- Low motivation<\/p>\n\n\n\n
- Poor quality output<\/p>\n\n\n\n
- Low productivity<\/p>\n\n\n\n
- Missed schedules etc.<\/p>\n\n\n\n
Command & Control might also impact development of team members negatively. Teams might wait for manager to give instruction. They might hesitate to take initiative as it might get overruled by the manager. They might stop thinking new & innovative ideas as the manager will always tell them what to do.<\/p>\n\n\n\n
On the other hand, with Coaching as the leadership style, managers will empower the team members to come out with new ideas, solutions and encourage them to implement them. They will help the team members to discover their strengths by asking questions & challenging them. This builds motivation and ownership in the team members.<\/p>\n\n\n\n
Having said that, there are situations where Managers need to use command & control approaches. For example, in a fire fighting situation where extremely quick response in needed. There will be a need for different approaches for different team members \u2013 someone may need more directive input & constant oversight and someone may need a lot of freedom.<\/p>\n\n\n\n
A good leader is one who has high self awareness, self-regulation, self-motivation and empathy through which he\/she can sense and respond differently, in a conscious way, to different situations & different people.<\/p>\n\n\n\n
However, to be a good Leader, coaching way of management style should be the most natural approach and command & control should be the exception.<\/p>\n","post_title":"Coaching vs Command & Control style of Management","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"coaching-vs-command-control-style-of-management","to_ping":"","pinged":"","post_modified":"2024-01-29 15:34:20","post_modified_gmt":"2024-01-29 15:34:20","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1519","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1456,"post_author":"31","post_date":"2014-11-09 12:15:37","post_date_gmt":"2014-11-09 06:45:37","post_content":"\n
In an earlier article \u201cJourney of a coach \u2013 theory & practice (Part I)<\/a>, we introduced the \u201ccircles of influence\u201d which form the context (see diagram below) for coaching process.<\/p>\n\n\n\n
$\"image\"$ <\/a> The circles in the diagram above have a significant bearing on coaching effectiveness and need to be addressed by the coach using the theory of coaching (such as Whitmore\u2019s book on \u201cCoaching for Performance\u201d). In the case of some circles, the theory may \u201cend\u201d at some point and the coach will have \u201cinterpret\u201d and \u201cextend\u201d it for the specific coachee situation at hand.<\/p>\n\n\n\n
We covered the following in Part I of this article:<\/p>\n\n\n\n
\u00b7 Circle #1: Are all situations \u201ccoaching situations\u201d?<\/p>\n\n\n\n
\u00b7 Circle #2: Are people always receptive to coaching?<\/p>\n\n\n\n
In this Part II, we will cover the two remaining circles.<\/p>\n\n\n\n
Circle #3: Are coaches sometimes helpless?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
Circle #3 above regarding \u201cbeliefs, perceptions and personal circumstances\u201d can actually be quite a hard shell hindering coaching progress. But it is often an invisible hard shell because people will share only so much of their innermost beliefs and personal circumstances even though they are impacting their work performance. Coaches make chance discoveries of this shell in the Reality check part (that is, the current state of affairs that needs to improve to meet the Goal) of the Goal-Reality-Options-Will (GROW) model of Whitmore. Here are examples:<\/p>\n\n\n\n
\u00b7 A coachee once candidly admitted that he was himself the reason for his declining performance at work. The reason was that his family was going through his sister\u2019s painful divorce in the US and her life coming back to India. He just could not go about work as usual<\/p>\n\n\n\n
\u00b7 A second coachee had a lot of issues with his manager. He felt that the manager\u2019s lack of domain knowledge resulted in his not realizing & recognizing the value of the coachee\u2019s work. In addition, the coachee seemed to indicate that lack of recognition of his work had to do with his belonging to a minority religious community in India<\/p>\n\n\n\n
\u00b7 Yet another coachee told my colleague (also a Performance Coach) that her problems arose because her boss was an inveterate woman-hater<\/p>\n\n\n\n
These are situations of tight-rope walking for a performance coach! In situations of personal crisis, the coach may only help by sympathetic and patient listening. This may help the coachee more than one would think \u2013 just getting the problem \u201coff his chest\u201d often helps and relieves stress. Being less stressed, he may be able to come to grips with his personal predicament and deal with it better. However, coachee\u2019s entrenched beliefs on, say, religion and gender can be very challenging for the coach to deal with. Some deep-rooted beliefs may indicate pathology needing help from a trained therapist \u2013 far beyond the scope of performance coaching and the ability of the coach.<\/p>\n\n\n\n
Circle #4: Is the coachee\u2019s work environment conducive?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The last circle of influence is the coachee\u2019s work. Sometimes, people have told me that they are \u201cstuck\u201d in positions \u2013 say, \u201croutine\u201d software bug fixing and maintenance where there is really no scope for \u201clearning, enjoyment and fulfillment\u201d (you may like to read My Team is not motivated!!!<\/a> by my colleague Prasanna Moses on this). Most of us would agree that there is far less drudgery at work in today\u2019s knowledge-centric world than even just 30 years ago. We would also agree that there is no such thing as 100% \u201csexy\u201d work (unless of course, you are doing breakthrough work of your calling \u2013 say, in quantum computing). So, when coachees complain about their current work\/role and the lack of sexiness thereof, I ask them questions about what makes it boring, what they can do about it and so on \u2013 hopefully making them better aware of interesting possibilities in what they were doing. In some cases, people have hinted to me that they are considering quitting their \u201cboring\u201d job and looking for a reaction. Under such circumstances, to be fair to the coachee and to the coachee\u2019s employer (who is paying my fees!), I would say the best option is to ask the coachee questions exploring his rationale for leaving (without being judgmental on whether it is right or wrong) \u2013 like what does he think leaving the job will achieve, how will it get him closer to his goals, how is he sure that the same problems would not repeat themselves in the new organization and so on. The ultimate decision should be the coachee\u2019s based on introspection triggered by your questions. He may still choose to quit \u2013 but that is another matter! As far as you are concerned as a coach, you have played it fair & square. It is not unthinkable that you as the coach may actually agree with his rationale for seeking another job!<\/p>\n\n\n\n
A related aspect is also the organizational environment in which the coachee works \u2013 over & above his immediate work\/role discussed above. In sports coaching, the strong individual motivation is a given and the coachee has a great deal of control over what he can and cannot do to enhance his performance. The circumstances for software project managers are different. Their GROW model is in the context of an organization with its culture, policies, processes and so on. As a coach, I have encountered some real challenges here \u2013 the Project Manager may be aspiring to do something of value in his project but his line management and work environment may not be supportive. Some organizational policies can be insensitive to people and even draconian. In one software development organization, if project team members logged in less than 40 hours per week of approved work, there would be automatic cuts in their pay while the significant additional work needed at other times went scarcely noticed! How can one be expected to learn and enjoy their work in such an environment? In such cases, we do bring it up with the line management for addressing them and offer our help as well. To be honest, it worked sometimes and it did not in as many cases.<\/p>\n\n\n\n
In summary, as a practicing coach, you are bound to run into situations like the ones above which make you stop and ponder as to what extent theory can lead practice! You may need to introspect and think of newer ways of extending \u201ctheory\u201d or just use good old common sense and move on! At PM Power, we have the coaches\u2019 conclave where these situations are discussed to see how best to help the coachee considering all the circles of influence. It has significantly helped our coaches in specific situations and in honing their coaching skills in general.<\/p>\n\n\n\n
We invite you to share your coaching experiences (as a coach or a coachee) and we would be happy to share our perspectives which may be of help. You may reach us at info@pm-powerconsulting.com.<\/p>\n","post_title":"Journey of a coach - theory & practice (Part II)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-ii","to_ping":"","pinged":"","post_modified":"2024-01-29 10:54:32","post_modified_gmt":"2024-01-29 10:54:32","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1456","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1514,"post_author":"31","post_date":"2014-11-02 12:24:22","post_date_gmt":"2014-11-02 06:54:22","post_content":"\n
A speaker finishes a great speech \u2013 at least, HE thinks it is great! He then asks, \u201cAny questions?\u201d What does he expect? If I were him, I would expect the audience to demonstrate a level of understanding of what the speech was all about and ask meaningful questions - clarifying the ground covered and even extending from there.<\/p>\n\n\n\n
These are situations where one actually wants to be questioned to get a sense a satisfaction that the effort (the speech, in this case) has been worthwhile. But there are other situations where being questioned has a very negative connotation. It implies questioning the ability of the person being questioned or the work that he has done.<\/p>\n\n\n\n
The important thing is that the intent of questioning should be to seek understanding rather than putting down someone. Hence, even the tone of questioning is very important. Consider the difference between, \u201cWhy did you do THAT?\u201d and \u201cWhat are your reasons for doing THAT?\u201d<\/p>\n\n\n\n
The tone of the former question is judgmental while the same question asked differently demonstrates an openness and a neutral tone. The tone is important because it can either put people off & make them defensive or it can make them relaxed and explain their rationale for an idea or a course of action.<\/p>\n\n\n\n
From the above, it follows that there is a big difference between \u201cquestioning\u201d and \u201casking questions\u201d.<\/p>\n\n\n\n
$\"image\"$ <\/figure>\n\n\n\n
In the work context, a manager who adopts an approach of \u201casking questions\u201d enables an environment where his reportees apply their mind to the situation at hand and exercise their best judgment on the right course of action.<\/p>\n\n\n\n
The manager can use questions to expand the reportee\u2019s thinking and make him aware of aspects he may not have thought of (instead of just instructing him what to do).<\/p>\n\n\n\n
Hence asking questions contributes to the reportee\u2019s overall development and ability to deal with situations with minimal oversight. Equally important, it enables greater responsibility on the part of the reportee so that the implementation aspects of his suggestions are fully owned by him.<\/p>\n\n\n\n
Through this, the manager\u2019s time is also freed up from routine oversight functions to take up important but not urgent tasks.<\/p>\n\n\n\n
In a highly dynamic world, the approach of \u201casking questions\u201d is not just \u201ca nice to have\u201d but an imperative to empower people and ensure that the organization as a whole responds fast to changes in the environment.<\/p>\n\n\n\n
\u201cAsking questions\u201d is an essential part of the tool set of a coach who may be the line manager himself. You consciously adopt the approach for improving the \u201cawareness\u201d of the coachee and therefore, open his mind to his perceptions & other possibilities and take \u201cresponsibility\u201d for the options for actions that he chooses.<\/p>\n\n\n\n
Finally, adopting the approach of \u201casking questions\u201d needs a complementing skill which is ACTIVE listening. A coach cannot sustain a session of asking questions without actually listening well, understanding and re-phrasing of what the coachee says.<\/p>\n\n\n\n
As with most things in life, practice makes perfect \u2013 it takes time and experience to hone the approach of asking questions and the skill of active listening. But they can indeed be developed for individual and organizational benefit. The time to start is NOW!<\/p>\n","post_title":"Questioning and Asking Questions - what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"questioning-and-asking-questions-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:02","post_modified_gmt":"2024-01-29 10:55:02","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1514","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1448,"post_author":"31","post_date":"2014-11-02 06:59:09","post_date_gmt":"2014-11-02 01:29:09","post_content":"\n
This article is part of the series on \u201cJourney of a coach\u201d covering my experiences as a performance coach. You may have the read an earlier article in the series on \u201cJourney of a coach \u2013 the beginning\u201d<\/a>. The journey continues here...<\/p>\n\n\n\n
Yogi Berra, New York Yankees baseball player (arguably the best catcher of all time) said, \u201cIn theory, there is no difference between theory & practice. But in practice, there is!\u201d So, this article is about the theory & practice of coaching for performance \u2013 not baseball players but people managing software projects.<\/p>\n\n\n\n
In my context, the \u201ctheory\u201d was mostly \u201cCoaching for Performance\u201d by John Whitmore (by the way, there is another article of mine on Whitmore<\/a> if you are interested). The \u201cpractice\u201d was, of course, my actual experiences over the years.<\/p>\n\n\n\n
A caveat \u2013 I am not here to debunk theory and hail practice - as a cardiac surgeon might! I have a great deal of respect for Whitmore\u2019s book on Coaching for Performance. The book provided a solid reference and a practical guide for my work as a coach all these years.<\/p>\n\n\n\n
However, I do have my own \u201cinterpretations\u201d and \u201cextensions\u201d of the theory in actual practice which I wish to share. I will use the diagram below which shows the context for coaching.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
You can see the \u201ccircles of influence\u201d around the coachee which would have a bearing on coaching and its effectiveness. We will cover each of these circles with examples. Note that the coach\u2019s experience, beliefs and perceptions are also significant in the context in addition to his skills for coaching.<\/p>\n\n\n\n
Circle #1: Are all situations \u201ccoaching situations\u201d?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The first circle of influence is the coaching situation faced by the coachee at work. For example, it could be that he is recently promoted and finds gaining acceptance in his team a challenge.<\/p>\n\n\n\n
The question is whether all such work situations are amenable for coaching - whether you are the manager of the coachee or an external coach. If you follow the \u201ctheory\u201d (that is Whitmore), a coaching style can become the default management style of the entire organization for all occasions.<\/p>\n\n\n\n
In other words, all manager-reportee interactions can naturally follow the coaching style \u2013 the manager following the sequence of helping his reportee to identify the goal he is seeking to achieve, assess the current state of affairs, consider the available options to achieve the goal and making the commitment-making to make it happen.<\/p>\n\n\n\n
That is all very well, but what if you are a commando fighting a guerrilla war in a jungle and see a metal tube from the foliage pointing at you. Your commander (\u201cmanager\u201d) is not going to coach you through the situation, is he?<\/p>\n\n\n\n
There are also other equivalent (but less extreme) situations at work when time is of essence and all that the coachee needs is information or simple direction (like for example, how to balance staff loading in a project schedule).<\/p>\n\n\n\n
So, my interpretation of theory is that there is better pay-off of coaching in some situations than others. However, there are many, many work situations wherein the quality of work<\/b> or results<\/b> is very important, the learning<\/b> for the coachee very important and it is not an emergency<\/b>. Coaching is very relevant in those cases.<\/p>\n\n\n\n
Circle #2: Are people always receptive to coaching?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The next circle of influence is relating to how receptive people are to coaching even if their work situation was amenable for it.<\/p>\n\n\n\n
Are they motivated enough to become more aware<\/b> and take responsibility<\/b> by themselves and not just because their employer has enrolled them in a training & coaching program?<\/p>\n\n\n\n
Maslow\u2019s theory is that motivation is linked to the stage an individual is at in a hierarchy of needs (see diagram below from Whitmore\u2019s Coaching for Performance). Note that Whitmore has split Maslow\u2019s Esteem stage into two \u2013 Esteem from others and Self-esteem.<\/p>\n\n\n\n
At the stage of Esteem from others, one is looking \u201cexternal\u201d recognition and prestige as motivators. At the stage of Self-esteem, external motivators tend to become less important. More important is the need to make a difference and being empowered to do so enhancing self-esteem. This self-esteem stage is where coaching makes the biggest impact for personal growth.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
Source: Coaching for Performance by John Whitmore<\/i><\/p>\n\n\n\n
There are a few more \u201ccircles\u201d to cover which we will in Part II of the article.<\/p>\n\n\n\n
Till then...<\/p>\n","post_title":"Journey of a coach - theory & practice (Part I)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-i","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:34","post_modified_gmt":"2024-01-29 10:55:34","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1521,"post_author":"26","post_date":"2014-10-30 10:57:02","post_date_gmt":"2014-10-30 05:27:02","post_content":"\n
$\"Network_whenhow2\"$ <\/a><\/figure>\n\n\n\n
One is never without a network and if you are reading this - it may be more to know how to grow it and\/or to overcome obstacles, often due to one's level comfort with so called \"networking\".<\/p>\n\n\n\n
If you look at how you:<\/p>\n\n\n\n
\n
got the opportunity to work in your current position<\/li>\n\n\n\n
got into your college\/school<\/li>\n\n\n\n
got your house on rent or bought your apartment<\/li>\n<\/ul>\n\n\n\n
you will see that a network - formal, informal or virtual (internet based) was at play.<\/p>\n\n\n\n
I will focus on growing your professional network and a few simple steps for it and not delve into specifics of social media, as all of you would be familiar with it.<\/p>\n\n\n\n
First, start with your existing network - which will be your current and past colleagues, your college and school alumni, friends and family. See that you stay in touch with them, by meeting them up or electronically, if you are not in touch start right away. Sending greetings for important occasions, festivals and events is a good way to start. Make it a point to call a few of them over the commute\/ weekends and work on the complete list slowly and steadily, start at top the list again once you complete it.<\/p>\n\n\n\n
What if you need to ask for a reference or a favor from a person with whom you are not in regular touch. The best way to is to be honest, there is no point in coming up with a phony reason to get in touch with them and ask for what you want. Your honesty will be appreciated, after that do thank them and make an effort to stay in touch with them. See that your nurture this set of contacts where you have already made a start.<\/p>\n\n\n\n
Once, when I was looking out for a job using my network, I made it a point to call and thank all those who forwarded my resume to their contacts and I sent a book as a gift to thank all those contacts whose help took me to the interview stage. I did it without any motive and what amazed me was the warmth from these contacts in all my future interactions.<\/p>\n\n\n\n
Second area to focus on are the professional events - there will be events where your technical or managerial domain will be the focus. You may be sponsored\/encouraged by your organizations to attend them, do not let is pass citing an excuse of being busy. Do make time to attend a few of them. If you find that you do not have this opportunity then see that you find such events and enroll yourself.<\/p>\n\n\n\n
In my experience these events certainly help you make a few contacts, you will always find a few persons whom you will find interesting and knowledgeable and connect effortlessly. The key is to nurture this - see that you follow-up with a mail and\/or a call.<\/p>\n\n\n\n
If you are the type who feels inhibited to make an opening, then do not worry. I was advised by one of my mentors to just listen and not worry about talking and enjoy being there. If you listen and observe intently you will find yourself talking soon. Your focus on the interactions and not on your perceived ability, does the trick. Try it a couple of times and see for yourself.<\/p>\n\n\n\n
Lastly, for anything to succeed one has to have the desire, then comes the effort and discipline for achieving it. A small progress or a step with positive result, is the best encouragement for you to strive towards your goals. Do ponder on your actions and results to stay focused on continuing to do this.<\/p>\n\n\n\n
One related question I hear from many of my coachees is \"visibility\" within the organization. More on that in a later post.<\/p>\n","post_title":"Networking - when and how to begin?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"networking-when-and-how-to-begin","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:58","post_modified_gmt":"2024-01-29 14:50:58","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1521","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1517,"post_author":"30","post_date":"2014-10-29 09:30:26","post_date_gmt":"2014-10-29 04:00:26","post_content":"\n
$\"sell-it\"$ <\/a><\/figure>\n\n\n\n
As a child, I used to come up with various ideas for almost anything, and ask for Rs. 1000\/- per idea. Being a child, nobody would want to pay money, that too a thousand Rupees \u2013 but, I would get something else as an appreciation for my efforts. A toffee, a cone ice cream etc.<\/p>\n\n\n\n
Further on, when I used to be active in small groups, selling was more of ideas and to get the team to converge on something, that the group can take as an action.<\/p>\n\n\n\n
As a team leader, I needed to sell the vision of the project to the team, to get everybody\u2019s buy in.<\/p>\n\n\n\n
More recently, I have been in contact with many aspiring and active entrepreneurs. Selling is something that they do with every breath.<\/p>\n\n\n\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

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\n
In conclusion, I would say that if the true strategy of the organization and its execution is aligned and well stated, it will make any system work reasonably well. Or not doing that every system will create only a set of issues.<\/p>\n\n\n\n
Personally, I would like to see a system where the organization decentralizes this decision at the level at which people can make the decisions on allocation of budgets, career moves, promotions, hiring and firing \u2013 which in many ways are the outcome of this process. The closer you bring this to the place of action, the better aligned it will be to the needs of the team. The process of allocation from the corporate to these groups itself, should also be made clear up-front. That to me is true empowerment. That to me will show the ability of the corporate to create a self-managing organization.<\/p>\n\n\n\n
What\u2019s your thought? Do you think these systems can be fairly built or is it a mirage? If yes, how do you do it? If you think it\u2019s a mirage, then how do you lead in today\u2019s knowledge industry?<\/p>\n\n\n\n
<\/p>\n","post_title":"Performance Appraisal : Bell Curve or Absolute Performance - What's good?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"performance-appraisal-bell-curve-or-absolute-performancewhats-good","to_ping":"","pinged":"","post_modified":"2024-09-23 20:14:40","post_modified_gmt":"2024-09-23 14:44:40","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3391","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3510,"post_author":"26","post_date":"2015-06-12 13:52:40","post_date_gmt":"2015-06-12 08:22:40","post_content":"\n
$\"Cryptic$ <\/a>
Cryptic daily stand up<\/figcaption><\/figure>\n\n\n\n
The Daily Scrum is one ceremony that the teams following Scrum adopt quickly. There are some hiccups initially, which are sorted out, often with inputs from the coach\/guide. The ceremony is on time and at fixed time, occurs even if Scrum Master is not present, team members unable to attend do call in or provide an email update. Good going!<\/p>\n\n\n\n
Now slowly things change and either the updates become cryptic or verbose. After observing many teams go through this, what comes to my mind is a famous rhetorical question on delays in projects:<\/p>\n\n\n\n
Q: How does a project get delayed by a month?<\/em><\/p>\n\n\n\n
A: One day at a time.<\/em><\/p>\n\n\n\n
Now why am I quoting this here? Because something similar happens. The updates go towards cryptic or verbose as one person goes in that direction and that is not observed\/ corrected. The Scrum Master has a key role in ensuring that the scrum process is followed, he has to be alert to this.<\/p>\n\n\n\n
Here is a typical scenario:<\/p>\n\n\n\n
Mohan is working on a task TKS-210 and has had a bit of a struggle with it. His update in the daily scrum is:<\/p>\n\n\n\n
I was working on TKSK-210, will continue, no impediments. (Sigh.)<\/p>\n\n\n\n
This is accepted, i.e., no one asks any questions, maybe the team members understand the status.<\/p>\n\n\n\n
The next day update too is similar. Now it is likely that couple more team members shift to this style of update. There is an innate, unconscious tendency in humans to mimic, imitate or follow other people, which surfaces time to time. Very soon all updates become similar.<\/p>\n\n\n\n
The ideal update would include some information on -
How much work is done?
When the work is expected to complete?
If completing soon, the team member will certainly state what task he is planning to pick up next.<\/p>\n\n\n\n
Is it quite possible that the thinking on \u201cwhat next\u201d will not happen in the minds, and that is not good. There is a possibility that \u201cI will continue...\u201d kind of update will result in the person continue on task and not take up another, even if it were possible, as words said aloud influence thoughts\/thinking.<\/p>\n\n\n\n
So the Scrum Master and the team has to be alert to how the updates are provided. They can always ask questions to elicit relevant information.<\/p>\n\n\n\n
One practice that will help - is the updating of remaining hours on the task. This if done regularly, will surface in the Daily Scrum and result in update being more specific. If the remaining hours on a task is a fraction of the day, it prompts the team member to the \u201cwhat next\u201d thinking, and share the same.<\/p>\n\n\n\n
Do you have any similar experiences? Would like to hear them as well as your views.<\/p>\n","post_title":"Keeping Daily Scrum focused...","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"keeping-daily-scrum-focused","to_ping":"","pinged":"","post_modified":"2024-01-29 14:49:32","post_modified_gmt":"2024-01-29 14:49:32","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3510","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3343,"post_author":"26","post_date":"2015-05-15 09:38:10","post_date_gmt":"2015-05-15 04:08:10","post_content":"\n
As a coach, a recurring situation one faces, towards the end of the first sprint after the coaching has started, is the push and shove to the retrospective. After seemingly making the team understand that two key aspect of Agile Scrum are to surface the problems at the earliest<\/strong> and avoiding any kind of waste<\/strong>. I naively expected that the team will be eager to do the retrospective, but wiser now.<\/p>\n\n\n\n
$\"lookingback\"$ <\/figure>\n\n\n\n
<\/p>\n\n\n\n
The team will be scrambling to wrap up the work and close all stories to meet the sprint commitment made, the sprint will be kept open till the the very end and at times a few hours into the next sprint. The Sprint Planning for next sprint has to start, the Sprint Review needs to happen for stories to be closed, where is the time for retrospective? Can it be done next time?<\/p>\n\n\n\n
At times they combine Retrospective and Sprint Planning, which results in speeding through the retrospective and getting quickly into the planning. Add to this the different locations and time zones of the PO and Scrum Team. The retrospective at times is scheduled after Sprint Planning, which is anyway better than not having it at all.<\/p>\n\n\n\n
So here is how it goes, the three questions are asked, inputs collated and a mail sent to all stakeholders and the collated inputs made available in a common area. Very less focus on listening to each other and trying to resolve issues.<\/p>\n\n\n\n
The way I deal with this is that I share with the Scrum Master and team on how an ideal Retrospective should proceed and leave it to them to get close to it:
- Use post-its to capture what went well, stick on board, have one of team read all of it. Clarify any point that is not clear,
- Same for what did not go well,
- Same for what they would start to do,
- At this juncture prioritize the start to do\/action items and brainstorm, starting from top till the time runs out.<\/p>\n\n\n\n
This has worked well, teams typically identify one to three items and come up with reasonable details for implementing them. If required I remind them of these mid sprint, some steps are taken and progress made, this helps in them getting into the habit of doing retrospectives regularly.<\/p>\n\n\n\n
One more point to note is that a problem that seems \u201ca way of life\u201d, at end of first sprint may get some solutions, in the subsequent sprint. My reading of this is that the problem when noted first is annoying and frustrating, team is mentally tired to work on it. But when the same problem surfaces again, they are able to come up with a solution, as the frustration is vented in past.<\/p>\n\n\n\n
Let me share one example. This is to do with a scarce DBA resource causing stories to be re-opened due to delayed inputs\/review. At the end of first sprint they made note of this issue and came out strongly on \u201cthis how it is going to be\u201d, \u201cwe have escalated enough already in past\u201d. The issue surfaced again in next sprint, as it was discussed before, the emotions were in check. One of team suggested that we use the grooming pattern, i.e., plan\/do in advance. They figured out a way to deal with it.<\/p>\n\n\n\n
Another oft repeating issue is the frustration of not being able to close a story, because just the show and tell (demo) could not happen, or a build and test in correct environment was not completed due to big queue in CM. The team argues for closing the story, they feel that they are loosing story points for no fault of theirs. Here as a coach, one has to reinforce the concept of \u201cDone\u201d and revisit the concept of \u201cVelocity\u201d.<\/p>\n","post_title":"Initial coaching interventions for Retrospectives","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"initial-coaching-interventions-for-retrospectives","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:04","post_modified_gmt":"2024-01-29 14:50:04","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3343","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3339,"post_author":"26","post_date":"2015-04-11 09:33:55","post_date_gmt":"2015-04-11 04:03:55","post_content":"\n
Teams new to Scrum have a product backlog. The backlog will be groomed to some degree, typically have clarity for up to one to two sprints. The priority will be clear, with fair amount of detail on the requirements. The estimates may be present, it could be story points or a masked form of an effort estimate.<\/p>\n\n\n\n
The Product Owner (PO), who is not co-located in most of the teams will participate in Sprint Planning and along with the Scrum Master and team pick a set of stories to be done in the Sprint. After this the team jumps into doing the work. Detailed Sprint Planning is given a miss as PO will not be available for the entire duration and the team reluctant to do task based estimate for variety of reasons, if they do it is done by a few senior members of the team.<\/p>\n\n\n\n
This is where the first intervention from coach is needed, coax them to do detailed planning i.e., break down the stories into tasks and corresponding effort estimates. Insist that the entire team be involved and ensure that they balance the work they are taking up with the capacity the team has. Here is where they get to see one of the characteristics of Scrum \u2013 uncovering the problems at the earliest, and as a coach one should ensure that they become aware of it.<\/p>\n\n\n\n
$\"Sprint_Plan_1\"$ <\/figure>\n\n\n\n
Few things they discover:
- there may not be enough Analysis\/Dev\/DBA\/QA capacity in the team
- some of the team may not be fully utilized
- as they break down stories to tasks they realize that some stories cannot be completed, due to external dependencies, that is unlikely to be fulfilled.
- they may require more information from the PO.
- lastly the entire team gains an understanding what is planned to be accomplished.<\/p>\n\n\n\n
And it is interesting to see how they work around this:
- make use of team members not fully utilized to accomplish some of the tasks.
- the above at times involves redistributing the work, so that team members volunteering outside their domain, can take up relatively simpler tasks.
- go back to PO\/stakeholders and try to get the dependencies resolved or pick another story, this one requires a push from coach.
- get clarity on requirements from PO, this has to happen the next day.
- re-adjust the sprint backlog taking the above into account.<\/p>\n\n\n\n
$\"Sprint_Plan_2\"$ <\/figure>\n\n\n\n
At times guidelines are adhered to, planning sessions is time-boxed, they assume that all planning needs to happen in one sitting. Here is where, as a coach, one has to make them see the \"why\" behind a particular step, \"what\" outcome is desired? The outcome of having a proper Sprint Plan is more important than accomplishing it a single time-boxed session.<\/p>\n\n\n\n
As they complete this they realize that in past sprints, they grappled with these issues, towards the end of the sprint. Now they have ample time to cope with it \u2013 the benefit of Scrum uncovering problems earlier is leveraged.<\/p>\n\n\n\n
There is reluctance to do task effort estimates. In the traditional planning task estimates are done for entire project even with some requirements not being clear. This would have resulted in lot of waste, this coupled with notion that agile means no planning is the major cause of the reluctance. As a coach, one needs to highlight that there is better clarity on requirements and it is being done for just a sprint, so there is no waste. The reluctance is also due to lack of understanding of the difference between story point, size and effort estimates, this needs to be addressed.<\/p>\n\n\n\n
At this juncture the team is ready to make and take on the commitment with higher confidence. You can see the related blog on retrospectives.<\/p>\n","post_title":"Initial coaching interventions for Sprint Planning","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"initial-coaching-interventions-for-sprint-planning","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:24","post_modified_gmt":"2024-01-29 14:50:24","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3339","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1519,"post_author":"33","post_date":"2014-11-09 12:15:54","post_date_gmt":"2014-11-09 06:45:54","post_content":"\n
$\"\"\/$ <\/figure>\n\n\n\n
  <\/p>\n\n\n\n
Leaders have only two jobs:<\/p>\n\n\n\n
1) Getting work done<\/p>\n\n\n\n
2) Growing the people<\/p>\n\n\n\n
Coaching as a leadership\/management style achieves both.<\/p>\n\n\n\n
With Command & Control approach, managers may get the work done in the short term, by force. But that might have negative impacts on the team in terms of :<\/p>\n\n\n\n
- Lack of ownership<\/p>\n\n\n\n
- Low motivation<\/p>\n\n\n\n
- Poor quality output<\/p>\n\n\n\n
- Low productivity<\/p>\n\n\n\n
- Missed schedules etc.<\/p>\n\n\n\n
Command & Control might also impact development of team members negatively. Teams might wait for manager to give instruction. They might hesitate to take initiative as it might get overruled by the manager. They might stop thinking new & innovative ideas as the manager will always tell them what to do.<\/p>\n\n\n\n
On the other hand, with Coaching as the leadership style, managers will empower the team members to come out with new ideas, solutions and encourage them to implement them. They will help the team members to discover their strengths by asking questions & challenging them. This builds motivation and ownership in the team members.<\/p>\n\n\n\n
Having said that, there are situations where Managers need to use command & control approaches. For example, in a fire fighting situation where extremely quick response in needed. There will be a need for different approaches for different team members \u2013 someone may need more directive input & constant oversight and someone may need a lot of freedom.<\/p>\n\n\n\n
A good leader is one who has high self awareness, self-regulation, self-motivation and empathy through which he\/she can sense and respond differently, in a conscious way, to different situations & different people.<\/p>\n\n\n\n
However, to be a good Leader, coaching way of management style should be the most natural approach and command & control should be the exception.<\/p>\n","post_title":"Coaching vs Command & Control style of Management","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"coaching-vs-command-control-style-of-management","to_ping":"","pinged":"","post_modified":"2024-01-29 15:34:20","post_modified_gmt":"2024-01-29 15:34:20","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1519","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1456,"post_author":"31","post_date":"2014-11-09 12:15:37","post_date_gmt":"2014-11-09 06:45:37","post_content":"\n
In an earlier article \u201cJourney of a coach \u2013 theory & practice (Part I)<\/a>, we introduced the \u201ccircles of influence\u201d which form the context (see diagram below) for coaching process.<\/p>\n\n\n\n
$\"image\"$ <\/a> The circles in the diagram above have a significant bearing on coaching effectiveness and need to be addressed by the coach using the theory of coaching (such as Whitmore\u2019s book on \u201cCoaching for Performance\u201d). In the case of some circles, the theory may \u201cend\u201d at some point and the coach will have \u201cinterpret\u201d and \u201cextend\u201d it for the specific coachee situation at hand.<\/p>\n\n\n\n
We covered the following in Part I of this article:<\/p>\n\n\n\n
\u00b7 Circle #1: Are all situations \u201ccoaching situations\u201d?<\/p>\n\n\n\n
\u00b7 Circle #2: Are people always receptive to coaching?<\/p>\n\n\n\n
In this Part II, we will cover the two remaining circles.<\/p>\n\n\n\n
Circle #3: Are coaches sometimes helpless?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
Circle #3 above regarding \u201cbeliefs, perceptions and personal circumstances\u201d can actually be quite a hard shell hindering coaching progress. But it is often an invisible hard shell because people will share only so much of their innermost beliefs and personal circumstances even though they are impacting their work performance. Coaches make chance discoveries of this shell in the Reality check part (that is, the current state of affairs that needs to improve to meet the Goal) of the Goal-Reality-Options-Will (GROW) model of Whitmore. Here are examples:<\/p>\n\n\n\n
\u00b7 A coachee once candidly admitted that he was himself the reason for his declining performance at work. The reason was that his family was going through his sister\u2019s painful divorce in the US and her life coming back to India. He just could not go about work as usual<\/p>\n\n\n\n
\u00b7 A second coachee had a lot of issues with his manager. He felt that the manager\u2019s lack of domain knowledge resulted in his not realizing & recognizing the value of the coachee\u2019s work. In addition, the coachee seemed to indicate that lack of recognition of his work had to do with his belonging to a minority religious community in India<\/p>\n\n\n\n
\u00b7 Yet another coachee told my colleague (also a Performance Coach) that her problems arose because her boss was an inveterate woman-hater<\/p>\n\n\n\n
These are situations of tight-rope walking for a performance coach! In situations of personal crisis, the coach may only help by sympathetic and patient listening. This may help the coachee more than one would think \u2013 just getting the problem \u201coff his chest\u201d often helps and relieves stress. Being less stressed, he may be able to come to grips with his personal predicament and deal with it better. However, coachee\u2019s entrenched beliefs on, say, religion and gender can be very challenging for the coach to deal with. Some deep-rooted beliefs may indicate pathology needing help from a trained therapist \u2013 far beyond the scope of performance coaching and the ability of the coach.<\/p>\n\n\n\n
Circle #4: Is the coachee\u2019s work environment conducive?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The last circle of influence is the coachee\u2019s work. Sometimes, people have told me that they are \u201cstuck\u201d in positions \u2013 say, \u201croutine\u201d software bug fixing and maintenance where there is really no scope for \u201clearning, enjoyment and fulfillment\u201d (you may like to read My Team is not motivated!!!<\/a> by my colleague Prasanna Moses on this). Most of us would agree that there is far less drudgery at work in today\u2019s knowledge-centric world than even just 30 years ago. We would also agree that there is no such thing as 100% \u201csexy\u201d work (unless of course, you are doing breakthrough work of your calling \u2013 say, in quantum computing). So, when coachees complain about their current work\/role and the lack of sexiness thereof, I ask them questions about what makes it boring, what they can do about it and so on \u2013 hopefully making them better aware of interesting possibilities in what they were doing. In some cases, people have hinted to me that they are considering quitting their \u201cboring\u201d job and looking for a reaction. Under such circumstances, to be fair to the coachee and to the coachee\u2019s employer (who is paying my fees!), I would say the best option is to ask the coachee questions exploring his rationale for leaving (without being judgmental on whether it is right or wrong) \u2013 like what does he think leaving the job will achieve, how will it get him closer to his goals, how is he sure that the same problems would not repeat themselves in the new organization and so on. The ultimate decision should be the coachee\u2019s based on introspection triggered by your questions. He may still choose to quit \u2013 but that is another matter! As far as you are concerned as a coach, you have played it fair & square. It is not unthinkable that you as the coach may actually agree with his rationale for seeking another job!<\/p>\n\n\n\n
A related aspect is also the organizational environment in which the coachee works \u2013 over & above his immediate work\/role discussed above. In sports coaching, the strong individual motivation is a given and the coachee has a great deal of control over what he can and cannot do to enhance his performance. The circumstances for software project managers are different. Their GROW model is in the context of an organization with its culture, policies, processes and so on. As a coach, I have encountered some real challenges here \u2013 the Project Manager may be aspiring to do something of value in his project but his line management and work environment may not be supportive. Some organizational policies can be insensitive to people and even draconian. In one software development organization, if project team members logged in less than 40 hours per week of approved work, there would be automatic cuts in their pay while the significant additional work needed at other times went scarcely noticed! How can one be expected to learn and enjoy their work in such an environment? In such cases, we do bring it up with the line management for addressing them and offer our help as well. To be honest, it worked sometimes and it did not in as many cases.<\/p>\n\n\n\n
In summary, as a practicing coach, you are bound to run into situations like the ones above which make you stop and ponder as to what extent theory can lead practice! You may need to introspect and think of newer ways of extending \u201ctheory\u201d or just use good old common sense and move on! At PM Power, we have the coaches\u2019 conclave where these situations are discussed to see how best to help the coachee considering all the circles of influence. It has significantly helped our coaches in specific situations and in honing their coaching skills in general.<\/p>\n\n\n\n
We invite you to share your coaching experiences (as a coach or a coachee) and we would be happy to share our perspectives which may be of help. You may reach us at info@pm-powerconsulting.com.<\/p>\n","post_title":"Journey of a coach - theory & practice (Part II)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-ii","to_ping":"","pinged":"","post_modified":"2024-01-29 10:54:32","post_modified_gmt":"2024-01-29 10:54:32","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1456","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1514,"post_author":"31","post_date":"2014-11-02 12:24:22","post_date_gmt":"2014-11-02 06:54:22","post_content":"\n
A speaker finishes a great speech \u2013 at least, HE thinks it is great! He then asks, \u201cAny questions?\u201d What does he expect? If I were him, I would expect the audience to demonstrate a level of understanding of what the speech was all about and ask meaningful questions - clarifying the ground covered and even extending from there.<\/p>\n\n\n\n
These are situations where one actually wants to be questioned to get a sense a satisfaction that the effort (the speech, in this case) has been worthwhile. But there are other situations where being questioned has a very negative connotation. It implies questioning the ability of the person being questioned or the work that he has done.<\/p>\n\n\n\n
The important thing is that the intent of questioning should be to seek understanding rather than putting down someone. Hence, even the tone of questioning is very important. Consider the difference between, \u201cWhy did you do THAT?\u201d and \u201cWhat are your reasons for doing THAT?\u201d<\/p>\n\n\n\n
The tone of the former question is judgmental while the same question asked differently demonstrates an openness and a neutral tone. The tone is important because it can either put people off & make them defensive or it can make them relaxed and explain their rationale for an idea or a course of action.<\/p>\n\n\n\n
From the above, it follows that there is a big difference between \u201cquestioning\u201d and \u201casking questions\u201d.<\/p>\n\n\n\n
$\"image\"$ <\/figure>\n\n\n\n
In the work context, a manager who adopts an approach of \u201casking questions\u201d enables an environment where his reportees apply their mind to the situation at hand and exercise their best judgment on the right course of action.<\/p>\n\n\n\n
The manager can use questions to expand the reportee\u2019s thinking and make him aware of aspects he may not have thought of (instead of just instructing him what to do).<\/p>\n\n\n\n
Hence asking questions contributes to the reportee\u2019s overall development and ability to deal with situations with minimal oversight. Equally important, it enables greater responsibility on the part of the reportee so that the implementation aspects of his suggestions are fully owned by him.<\/p>\n\n\n\n
Through this, the manager\u2019s time is also freed up from routine oversight functions to take up important but not urgent tasks.<\/p>\n\n\n\n
In a highly dynamic world, the approach of \u201casking questions\u201d is not just \u201ca nice to have\u201d but an imperative to empower people and ensure that the organization as a whole responds fast to changes in the environment.<\/p>\n\n\n\n
\u201cAsking questions\u201d is an essential part of the tool set of a coach who may be the line manager himself. You consciously adopt the approach for improving the \u201cawareness\u201d of the coachee and therefore, open his mind to his perceptions & other possibilities and take \u201cresponsibility\u201d for the options for actions that he chooses.<\/p>\n\n\n\n
Finally, adopting the approach of \u201casking questions\u201d needs a complementing skill which is ACTIVE listening. A coach cannot sustain a session of asking questions without actually listening well, understanding and re-phrasing of what the coachee says.<\/p>\n\n\n\n
As with most things in life, practice makes perfect \u2013 it takes time and experience to hone the approach of asking questions and the skill of active listening. But they can indeed be developed for individual and organizational benefit. The time to start is NOW!<\/p>\n","post_title":"Questioning and Asking Questions - what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"questioning-and-asking-questions-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:02","post_modified_gmt":"2024-01-29 10:55:02","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1514","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1448,"post_author":"31","post_date":"2014-11-02 06:59:09","post_date_gmt":"2014-11-02 01:29:09","post_content":"\n
This article is part of the series on \u201cJourney of a coach\u201d covering my experiences as a performance coach. You may have the read an earlier article in the series on \u201cJourney of a coach \u2013 the beginning\u201d<\/a>. The journey continues here...<\/p>\n\n\n\n
Yogi Berra, New York Yankees baseball player (arguably the best catcher of all time) said, \u201cIn theory, there is no difference between theory & practice. But in practice, there is!\u201d So, this article is about the theory & practice of coaching for performance \u2013 not baseball players but people managing software projects.<\/p>\n\n\n\n
In my context, the \u201ctheory\u201d was mostly \u201cCoaching for Performance\u201d by John Whitmore (by the way, there is another article of mine on Whitmore<\/a> if you are interested). The \u201cpractice\u201d was, of course, my actual experiences over the years.<\/p>\n\n\n\n
A caveat \u2013 I am not here to debunk theory and hail practice - as a cardiac surgeon might! I have a great deal of respect for Whitmore\u2019s book on Coaching for Performance. The book provided a solid reference and a practical guide for my work as a coach all these years.<\/p>\n\n\n\n
However, I do have my own \u201cinterpretations\u201d and \u201cextensions\u201d of the theory in actual practice which I wish to share. I will use the diagram below which shows the context for coaching.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
You can see the \u201ccircles of influence\u201d around the coachee which would have a bearing on coaching and its effectiveness. We will cover each of these circles with examples. Note that the coach\u2019s experience, beliefs and perceptions are also significant in the context in addition to his skills for coaching.<\/p>\n\n\n\n
Circle #1: Are all situations \u201ccoaching situations\u201d?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The first circle of influence is the coaching situation faced by the coachee at work. For example, it could be that he is recently promoted and finds gaining acceptance in his team a challenge.<\/p>\n\n\n\n
The question is whether all such work situations are amenable for coaching - whether you are the manager of the coachee or an external coach. If you follow the \u201ctheory\u201d (that is Whitmore), a coaching style can become the default management style of the entire organization for all occasions.<\/p>\n\n\n\n
In other words, all manager-reportee interactions can naturally follow the coaching style \u2013 the manager following the sequence of helping his reportee to identify the goal he is seeking to achieve, assess the current state of affairs, consider the available options to achieve the goal and making the commitment-making to make it happen.<\/p>\n\n\n\n
That is all very well, but what if you are a commando fighting a guerrilla war in a jungle and see a metal tube from the foliage pointing at you. Your commander (\u201cmanager\u201d) is not going to coach you through the situation, is he?<\/p>\n\n\n\n
There are also other equivalent (but less extreme) situations at work when time is of essence and all that the coachee needs is information or simple direction (like for example, how to balance staff loading in a project schedule).<\/p>\n\n\n\n
So, my interpretation of theory is that there is better pay-off of coaching in some situations than others. However, there are many, many work situations wherein the quality of work<\/b> or results<\/b> is very important, the learning<\/b> for the coachee very important and it is not an emergency<\/b>. Coaching is very relevant in those cases.<\/p>\n\n\n\n
Circle #2: Are people always receptive to coaching?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The next circle of influence is relating to how receptive people are to coaching even if their work situation was amenable for it.<\/p>\n\n\n\n
Are they motivated enough to become more aware<\/b> and take responsibility<\/b> by themselves and not just because their employer has enrolled them in a training & coaching program?<\/p>\n\n\n\n
Maslow\u2019s theory is that motivation is linked to the stage an individual is at in a hierarchy of needs (see diagram below from Whitmore\u2019s Coaching for Performance). Note that Whitmore has split Maslow\u2019s Esteem stage into two \u2013 Esteem from others and Self-esteem.<\/p>\n\n\n\n
At the stage of Esteem from others, one is looking \u201cexternal\u201d recognition and prestige as motivators. At the stage of Self-esteem, external motivators tend to become less important. More important is the need to make a difference and being empowered to do so enhancing self-esteem. This self-esteem stage is where coaching makes the biggest impact for personal growth.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
Source: Coaching for Performance by John Whitmore<\/i><\/p>\n\n\n\n
There are a few more \u201ccircles\u201d to cover which we will in Part II of the article.<\/p>\n\n\n\n
Till then...<\/p>\n","post_title":"Journey of a coach - theory & practice (Part I)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-i","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:34","post_modified_gmt":"2024-01-29 10:55:34","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1521,"post_author":"26","post_date":"2014-10-30 10:57:02","post_date_gmt":"2014-10-30 05:27:02","post_content":"\n
$\"Network_whenhow2\"$ <\/a><\/figure>\n\n\n\n
One is never without a network and if you are reading this - it may be more to know how to grow it and\/or to overcome obstacles, often due to one's level comfort with so called \"networking\".<\/p>\n\n\n\n
If you look at how you:<\/p>\n\n\n\n
\n
got the opportunity to work in your current position<\/li>\n\n\n\n
got into your college\/school<\/li>\n\n\n\n
got your house on rent or bought your apartment<\/li>\n<\/ul>\n\n\n\n
you will see that a network - formal, informal or virtual (internet based) was at play.<\/p>\n\n\n\n
I will focus on growing your professional network and a few simple steps for it and not delve into specifics of social media, as all of you would be familiar with it.<\/p>\n\n\n\n
First, start with your existing network - which will be your current and past colleagues, your college and school alumni, friends and family. See that you stay in touch with them, by meeting them up or electronically, if you are not in touch start right away. Sending greetings for important occasions, festivals and events is a good way to start. Make it a point to call a few of them over the commute\/ weekends and work on the complete list slowly and steadily, start at top the list again once you complete it.<\/p>\n\n\n\n
What if you need to ask for a reference or a favor from a person with whom you are not in regular touch. The best way to is to be honest, there is no point in coming up with a phony reason to get in touch with them and ask for what you want. Your honesty will be appreciated, after that do thank them and make an effort to stay in touch with them. See that your nurture this set of contacts where you have already made a start.<\/p>\n\n\n\n
Once, when I was looking out for a job using my network, I made it a point to call and thank all those who forwarded my resume to their contacts and I sent a book as a gift to thank all those contacts whose help took me to the interview stage. I did it without any motive and what amazed me was the warmth from these contacts in all my future interactions.<\/p>\n\n\n\n
Second area to focus on are the professional events - there will be events where your technical or managerial domain will be the focus. You may be sponsored\/encouraged by your organizations to attend them, do not let is pass citing an excuse of being busy. Do make time to attend a few of them. If you find that you do not have this opportunity then see that you find such events and enroll yourself.<\/p>\n\n\n\n
In my experience these events certainly help you make a few contacts, you will always find a few persons whom you will find interesting and knowledgeable and connect effortlessly. The key is to nurture this - see that you follow-up with a mail and\/or a call.<\/p>\n\n\n\n
If you are the type who feels inhibited to make an opening, then do not worry. I was advised by one of my mentors to just listen and not worry about talking and enjoy being there. If you listen and observe intently you will find yourself talking soon. Your focus on the interactions and not on your perceived ability, does the trick. Try it a couple of times and see for yourself.<\/p>\n\n\n\n
Lastly, for anything to succeed one has to have the desire, then comes the effort and discipline for achieving it. A small progress or a step with positive result, is the best encouragement for you to strive towards your goals. Do ponder on your actions and results to stay focused on continuing to do this.<\/p>\n\n\n\n
One related question I hear from many of my coachees is \"visibility\" within the organization. More on that in a later post.<\/p>\n","post_title":"Networking - when and how to begin?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"networking-when-and-how-to-begin","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:58","post_modified_gmt":"2024-01-29 14:50:58","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1521","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1517,"post_author":"30","post_date":"2014-10-29 09:30:26","post_date_gmt":"2014-10-29 04:00:26","post_content":"\n
$\"sell-it\"$ <\/a><\/figure>\n\n\n\n
As a child, I used to come up with various ideas for almost anything, and ask for Rs. 1000\/- per idea. Being a child, nobody would want to pay money, that too a thousand Rupees \u2013 but, I would get something else as an appreciation for my efforts. A toffee, a cone ice cream etc.<\/p>\n\n\n\n
Further on, when I used to be active in small groups, selling was more of ideas and to get the team to converge on something, that the group can take as an action.<\/p>\n\n\n\n
As a team leader, I needed to sell the vision of the project to the team, to get everybody\u2019s buy in.<\/p>\n\n\n\n
More recently, I have been in contact with many aspiring and active entrepreneurs. Selling is something that they do with every breath.<\/p>\n\n\n\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 10 of 12 Previous 1 … 9 10 11 12 Next

\n
In Conclusion<\/strong><\/p>\n\n\n\n
In conclusion, I would say that if the true strategy of the organization and its execution is aligned and well stated, it will make any system work reasonably well. Or not doing that every system will create only a set of issues.<\/p>\n\n\n\n
Personally, I would like to see a system where the organization decentralizes this decision at the level at which people can make the decisions on allocation of budgets, career moves, promotions, hiring and firing \u2013 which in many ways are the outcome of this process. The closer you bring this to the place of action, the better aligned it will be to the needs of the team. The process of allocation from the corporate to these groups itself, should also be made clear up-front. That to me is true empowerment. That to me will show the ability of the corporate to create a self-managing organization.<\/p>\n\n\n\n
What\u2019s your thought? Do you think these systems can be fairly built or is it a mirage? If yes, how do you do it? If you think it\u2019s a mirage, then how do you lead in today\u2019s knowledge industry?<\/p>\n\n\n\n
<\/p>\n","post_title":"Performance Appraisal : Bell Curve or Absolute Performance - What's good?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"performance-appraisal-bell-curve-or-absolute-performancewhats-good","to_ping":"","pinged":"","post_modified":"2024-09-23 20:14:40","post_modified_gmt":"2024-09-23 14:44:40","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3391","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3510,"post_author":"26","post_date":"2015-06-12 13:52:40","post_date_gmt":"2015-06-12 08:22:40","post_content":"\n
$\"Cryptic$ <\/a>
Cryptic daily stand up<\/figcaption><\/figure>\n\n\n\n
The Daily Scrum is one ceremony that the teams following Scrum adopt quickly. There are some hiccups initially, which are sorted out, often with inputs from the coach\/guide. The ceremony is on time and at fixed time, occurs even if Scrum Master is not present, team members unable to attend do call in or provide an email update. Good going!<\/p>\n\n\n\n
Now slowly things change and either the updates become cryptic or verbose. After observing many teams go through this, what comes to my mind is a famous rhetorical question on delays in projects:<\/p>\n\n\n\n
Q: How does a project get delayed by a month?<\/em><\/p>\n\n\n\n
A: One day at a time.<\/em><\/p>\n\n\n\n
Now why am I quoting this here? Because something similar happens. The updates go towards cryptic or verbose as one person goes in that direction and that is not observed\/ corrected. The Scrum Master has a key role in ensuring that the scrum process is followed, he has to be alert to this.<\/p>\n\n\n\n
Here is a typical scenario:<\/p>\n\n\n\n
Mohan is working on a task TKS-210 and has had a bit of a struggle with it. His update in the daily scrum is:<\/p>\n\n\n\n
I was working on TKSK-210, will continue, no impediments. (Sigh.)<\/p>\n\n\n\n
This is accepted, i.e., no one asks any questions, maybe the team members understand the status.<\/p>\n\n\n\n
The next day update too is similar. Now it is likely that couple more team members shift to this style of update. There is an innate, unconscious tendency in humans to mimic, imitate or follow other people, which surfaces time to time. Very soon all updates become similar.<\/p>\n\n\n\n
The ideal update would include some information on -
How much work is done?
When the work is expected to complete?
If completing soon, the team member will certainly state what task he is planning to pick up next.<\/p>\n\n\n\n
Is it quite possible that the thinking on \u201cwhat next\u201d will not happen in the minds, and that is not good. There is a possibility that \u201cI will continue...\u201d kind of update will result in the person continue on task and not take up another, even if it were possible, as words said aloud influence thoughts\/thinking.<\/p>\n\n\n\n
So the Scrum Master and the team has to be alert to how the updates are provided. They can always ask questions to elicit relevant information.<\/p>\n\n\n\n
One practice that will help - is the updating of remaining hours on the task. This if done regularly, will surface in the Daily Scrum and result in update being more specific. If the remaining hours on a task is a fraction of the day, it prompts the team member to the \u201cwhat next\u201d thinking, and share the same.<\/p>\n\n\n\n
Do you have any similar experiences? Would like to hear them as well as your views.<\/p>\n","post_title":"Keeping Daily Scrum focused...","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"keeping-daily-scrum-focused","to_ping":"","pinged":"","post_modified":"2024-01-29 14:49:32","post_modified_gmt":"2024-01-29 14:49:32","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3510","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3343,"post_author":"26","post_date":"2015-05-15 09:38:10","post_date_gmt":"2015-05-15 04:08:10","post_content":"\n
As a coach, a recurring situation one faces, towards the end of the first sprint after the coaching has started, is the push and shove to the retrospective. After seemingly making the team understand that two key aspect of Agile Scrum are to surface the problems at the earliest<\/strong> and avoiding any kind of waste<\/strong>. I naively expected that the team will be eager to do the retrospective, but wiser now.<\/p>\n\n\n\n
$\"lookingback\"$ <\/figure>\n\n\n\n
<\/p>\n\n\n\n
The team will be scrambling to wrap up the work and close all stories to meet the sprint commitment made, the sprint will be kept open till the the very end and at times a few hours into the next sprint. The Sprint Planning for next sprint has to start, the Sprint Review needs to happen for stories to be closed, where is the time for retrospective? Can it be done next time?<\/p>\n\n\n\n
At times they combine Retrospective and Sprint Planning, which results in speeding through the retrospective and getting quickly into the planning. Add to this the different locations and time zones of the PO and Scrum Team. The retrospective at times is scheduled after Sprint Planning, which is anyway better than not having it at all.<\/p>\n\n\n\n
So here is how it goes, the three questions are asked, inputs collated and a mail sent to all stakeholders and the collated inputs made available in a common area. Very less focus on listening to each other and trying to resolve issues.<\/p>\n\n\n\n
The way I deal with this is that I share with the Scrum Master and team on how an ideal Retrospective should proceed and leave it to them to get close to it:
- Use post-its to capture what went well, stick on board, have one of team read all of it. Clarify any point that is not clear,
- Same for what did not go well,
- Same for what they would start to do,
- At this juncture prioritize the start to do\/action items and brainstorm, starting from top till the time runs out.<\/p>\n\n\n\n
This has worked well, teams typically identify one to three items and come up with reasonable details for implementing them. If required I remind them of these mid sprint, some steps are taken and progress made, this helps in them getting into the habit of doing retrospectives regularly.<\/p>\n\n\n\n
One more point to note is that a problem that seems \u201ca way of life\u201d, at end of first sprint may get some solutions, in the subsequent sprint. My reading of this is that the problem when noted first is annoying and frustrating, team is mentally tired to work on it. But when the same problem surfaces again, they are able to come up with a solution, as the frustration is vented in past.<\/p>\n\n\n\n
Let me share one example. This is to do with a scarce DBA resource causing stories to be re-opened due to delayed inputs\/review. At the end of first sprint they made note of this issue and came out strongly on \u201cthis how it is going to be\u201d, \u201cwe have escalated enough already in past\u201d. The issue surfaced again in next sprint, as it was discussed before, the emotions were in check. One of team suggested that we use the grooming pattern, i.e., plan\/do in advance. They figured out a way to deal with it.<\/p>\n\n\n\n
Another oft repeating issue is the frustration of not being able to close a story, because just the show and tell (demo) could not happen, or a build and test in correct environment was not completed due to big queue in CM. The team argues for closing the story, they feel that they are loosing story points for no fault of theirs. Here as a coach, one has to reinforce the concept of \u201cDone\u201d and revisit the concept of \u201cVelocity\u201d.<\/p>\n","post_title":"Initial coaching interventions for Retrospectives","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"initial-coaching-interventions-for-retrospectives","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:04","post_modified_gmt":"2024-01-29 14:50:04","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3343","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3339,"post_author":"26","post_date":"2015-04-11 09:33:55","post_date_gmt":"2015-04-11 04:03:55","post_content":"\n
Teams new to Scrum have a product backlog. The backlog will be groomed to some degree, typically have clarity for up to one to two sprints. The priority will be clear, with fair amount of detail on the requirements. The estimates may be present, it could be story points or a masked form of an effort estimate.<\/p>\n\n\n\n
The Product Owner (PO), who is not co-located in most of the teams will participate in Sprint Planning and along with the Scrum Master and team pick a set of stories to be done in the Sprint. After this the team jumps into doing the work. Detailed Sprint Planning is given a miss as PO will not be available for the entire duration and the team reluctant to do task based estimate for variety of reasons, if they do it is done by a few senior members of the team.<\/p>\n\n\n\n
This is where the first intervention from coach is needed, coax them to do detailed planning i.e., break down the stories into tasks and corresponding effort estimates. Insist that the entire team be involved and ensure that they balance the work they are taking up with the capacity the team has. Here is where they get to see one of the characteristics of Scrum \u2013 uncovering the problems at the earliest, and as a coach one should ensure that they become aware of it.<\/p>\n\n\n\n
$\"Sprint_Plan_1\"$ <\/figure>\n\n\n\n
Few things they discover:
- there may not be enough Analysis\/Dev\/DBA\/QA capacity in the team
- some of the team may not be fully utilized
- as they break down stories to tasks they realize that some stories cannot be completed, due to external dependencies, that is unlikely to be fulfilled.
- they may require more information from the PO.
- lastly the entire team gains an understanding what is planned to be accomplished.<\/p>\n\n\n\n
And it is interesting to see how they work around this:
- make use of team members not fully utilized to accomplish some of the tasks.
- the above at times involves redistributing the work, so that team members volunteering outside their domain, can take up relatively simpler tasks.
- go back to PO\/stakeholders and try to get the dependencies resolved or pick another story, this one requires a push from coach.
- get clarity on requirements from PO, this has to happen the next day.
- re-adjust the sprint backlog taking the above into account.<\/p>\n\n\n\n
$\"Sprint_Plan_2\"$ <\/figure>\n\n\n\n
At times guidelines are adhered to, planning sessions is time-boxed, they assume that all planning needs to happen in one sitting. Here is where, as a coach, one has to make them see the \"why\" behind a particular step, \"what\" outcome is desired? The outcome of having a proper Sprint Plan is more important than accomplishing it a single time-boxed session.<\/p>\n\n\n\n
As they complete this they realize that in past sprints, they grappled with these issues, towards the end of the sprint. Now they have ample time to cope with it \u2013 the benefit of Scrum uncovering problems earlier is leveraged.<\/p>\n\n\n\n
There is reluctance to do task effort estimates. In the traditional planning task estimates are done for entire project even with some requirements not being clear. This would have resulted in lot of waste, this coupled with notion that agile means no planning is the major cause of the reluctance. As a coach, one needs to highlight that there is better clarity on requirements and it is being done for just a sprint, so there is no waste. The reluctance is also due to lack of understanding of the difference between story point, size and effort estimates, this needs to be addressed.<\/p>\n\n\n\n
At this juncture the team is ready to make and take on the commitment with higher confidence. You can see the related blog on retrospectives.<\/p>\n","post_title":"Initial coaching interventions for Sprint Planning","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"initial-coaching-interventions-for-sprint-planning","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:24","post_modified_gmt":"2024-01-29 14:50:24","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3339","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1519,"post_author":"33","post_date":"2014-11-09 12:15:54","post_date_gmt":"2014-11-09 06:45:54","post_content":"\n
$\"\"\/$ <\/figure>\n\n\n\n
  <\/p>\n\n\n\n
Leaders have only two jobs:<\/p>\n\n\n\n
1) Getting work done<\/p>\n\n\n\n
2) Growing the people<\/p>\n\n\n\n
Coaching as a leadership\/management style achieves both.<\/p>\n\n\n\n
With Command & Control approach, managers may get the work done in the short term, by force. But that might have negative impacts on the team in terms of :<\/p>\n\n\n\n
- Lack of ownership<\/p>\n\n\n\n
- Low motivation<\/p>\n\n\n\n
- Poor quality output<\/p>\n\n\n\n
- Low productivity<\/p>\n\n\n\n
- Missed schedules etc.<\/p>\n\n\n\n
Command & Control might also impact development of team members negatively. Teams might wait for manager to give instruction. They might hesitate to take initiative as it might get overruled by the manager. They might stop thinking new & innovative ideas as the manager will always tell them what to do.<\/p>\n\n\n\n
On the other hand, with Coaching as the leadership style, managers will empower the team members to come out with new ideas, solutions and encourage them to implement them. They will help the team members to discover their strengths by asking questions & challenging them. This builds motivation and ownership in the team members.<\/p>\n\n\n\n
Having said that, there are situations where Managers need to use command & control approaches. For example, in a fire fighting situation where extremely quick response in needed. There will be a need for different approaches for different team members \u2013 someone may need more directive input & constant oversight and someone may need a lot of freedom.<\/p>\n\n\n\n
A good leader is one who has high self awareness, self-regulation, self-motivation and empathy through which he\/she can sense and respond differently, in a conscious way, to different situations & different people.<\/p>\n\n\n\n
However, to be a good Leader, coaching way of management style should be the most natural approach and command & control should be the exception.<\/p>\n","post_title":"Coaching vs Command & Control style of Management","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"coaching-vs-command-control-style-of-management","to_ping":"","pinged":"","post_modified":"2024-01-29 15:34:20","post_modified_gmt":"2024-01-29 15:34:20","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1519","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1456,"post_author":"31","post_date":"2014-11-09 12:15:37","post_date_gmt":"2014-11-09 06:45:37","post_content":"\n
In an earlier article \u201cJourney of a coach \u2013 theory & practice (Part I)<\/a>, we introduced the \u201ccircles of influence\u201d which form the context (see diagram below) for coaching process.<\/p>\n\n\n\n
$\"image\"$ <\/a> The circles in the diagram above have a significant bearing on coaching effectiveness and need to be addressed by the coach using the theory of coaching (such as Whitmore\u2019s book on \u201cCoaching for Performance\u201d). In the case of some circles, the theory may \u201cend\u201d at some point and the coach will have \u201cinterpret\u201d and \u201cextend\u201d it for the specific coachee situation at hand.<\/p>\n\n\n\n
We covered the following in Part I of this article:<\/p>\n\n\n\n
\u00b7 Circle #1: Are all situations \u201ccoaching situations\u201d?<\/p>\n\n\n\n
\u00b7 Circle #2: Are people always receptive to coaching?<\/p>\n\n\n\n
In this Part II, we will cover the two remaining circles.<\/p>\n\n\n\n
Circle #3: Are coaches sometimes helpless?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
Circle #3 above regarding \u201cbeliefs, perceptions and personal circumstances\u201d can actually be quite a hard shell hindering coaching progress. But it is often an invisible hard shell because people will share only so much of their innermost beliefs and personal circumstances even though they are impacting their work performance. Coaches make chance discoveries of this shell in the Reality check part (that is, the current state of affairs that needs to improve to meet the Goal) of the Goal-Reality-Options-Will (GROW) model of Whitmore. Here are examples:<\/p>\n\n\n\n
\u00b7 A coachee once candidly admitted that he was himself the reason for his declining performance at work. The reason was that his family was going through his sister\u2019s painful divorce in the US and her life coming back to India. He just could not go about work as usual<\/p>\n\n\n\n
\u00b7 A second coachee had a lot of issues with his manager. He felt that the manager\u2019s lack of domain knowledge resulted in his not realizing & recognizing the value of the coachee\u2019s work. In addition, the coachee seemed to indicate that lack of recognition of his work had to do with his belonging to a minority religious community in India<\/p>\n\n\n\n
\u00b7 Yet another coachee told my colleague (also a Performance Coach) that her problems arose because her boss was an inveterate woman-hater<\/p>\n\n\n\n
These are situations of tight-rope walking for a performance coach! In situations of personal crisis, the coach may only help by sympathetic and patient listening. This may help the coachee more than one would think \u2013 just getting the problem \u201coff his chest\u201d often helps and relieves stress. Being less stressed, he may be able to come to grips with his personal predicament and deal with it better. However, coachee\u2019s entrenched beliefs on, say, religion and gender can be very challenging for the coach to deal with. Some deep-rooted beliefs may indicate pathology needing help from a trained therapist \u2013 far beyond the scope of performance coaching and the ability of the coach.<\/p>\n\n\n\n
Circle #4: Is the coachee\u2019s work environment conducive?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The last circle of influence is the coachee\u2019s work. Sometimes, people have told me that they are \u201cstuck\u201d in positions \u2013 say, \u201croutine\u201d software bug fixing and maintenance where there is really no scope for \u201clearning, enjoyment and fulfillment\u201d (you may like to read My Team is not motivated!!!<\/a> by my colleague Prasanna Moses on this). Most of us would agree that there is far less drudgery at work in today\u2019s knowledge-centric world than even just 30 years ago. We would also agree that there is no such thing as 100% \u201csexy\u201d work (unless of course, you are doing breakthrough work of your calling \u2013 say, in quantum computing). So, when coachees complain about their current work\/role and the lack of sexiness thereof, I ask them questions about what makes it boring, what they can do about it and so on \u2013 hopefully making them better aware of interesting possibilities in what they were doing. In some cases, people have hinted to me that they are considering quitting their \u201cboring\u201d job and looking for a reaction. Under such circumstances, to be fair to the coachee and to the coachee\u2019s employer (who is paying my fees!), I would say the best option is to ask the coachee questions exploring his rationale for leaving (without being judgmental on whether it is right or wrong) \u2013 like what does he think leaving the job will achieve, how will it get him closer to his goals, how is he sure that the same problems would not repeat themselves in the new organization and so on. The ultimate decision should be the coachee\u2019s based on introspection triggered by your questions. He may still choose to quit \u2013 but that is another matter! As far as you are concerned as a coach, you have played it fair & square. It is not unthinkable that you as the coach may actually agree with his rationale for seeking another job!<\/p>\n\n\n\n
A related aspect is also the organizational environment in which the coachee works \u2013 over & above his immediate work\/role discussed above. In sports coaching, the strong individual motivation is a given and the coachee has a great deal of control over what he can and cannot do to enhance his performance. The circumstances for software project managers are different. Their GROW model is in the context of an organization with its culture, policies, processes and so on. As a coach, I have encountered some real challenges here \u2013 the Project Manager may be aspiring to do something of value in his project but his line management and work environment may not be supportive. Some organizational policies can be insensitive to people and even draconian. In one software development organization, if project team members logged in less than 40 hours per week of approved work, there would be automatic cuts in their pay while the significant additional work needed at other times went scarcely noticed! How can one be expected to learn and enjoy their work in such an environment? In such cases, we do bring it up with the line management for addressing them and offer our help as well. To be honest, it worked sometimes and it did not in as many cases.<\/p>\n\n\n\n
In summary, as a practicing coach, you are bound to run into situations like the ones above which make you stop and ponder as to what extent theory can lead practice! You may need to introspect and think of newer ways of extending \u201ctheory\u201d or just use good old common sense and move on! At PM Power, we have the coaches\u2019 conclave where these situations are discussed to see how best to help the coachee considering all the circles of influence. It has significantly helped our coaches in specific situations and in honing their coaching skills in general.<\/p>\n\n\n\n
We invite you to share your coaching experiences (as a coach or a coachee) and we would be happy to share our perspectives which may be of help. You may reach us at info@pm-powerconsulting.com.<\/p>\n","post_title":"Journey of a coach - theory & practice (Part II)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-ii","to_ping":"","pinged":"","post_modified":"2024-01-29 10:54:32","post_modified_gmt":"2024-01-29 10:54:32","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1456","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1514,"post_author":"31","post_date":"2014-11-02 12:24:22","post_date_gmt":"2014-11-02 06:54:22","post_content":"\n
A speaker finishes a great speech \u2013 at least, HE thinks it is great! He then asks, \u201cAny questions?\u201d What does he expect? If I were him, I would expect the audience to demonstrate a level of understanding of what the speech was all about and ask meaningful questions - clarifying the ground covered and even extending from there.<\/p>\n\n\n\n
These are situations where one actually wants to be questioned to get a sense a satisfaction that the effort (the speech, in this case) has been worthwhile. But there are other situations where being questioned has a very negative connotation. It implies questioning the ability of the person being questioned or the work that he has done.<\/p>\n\n\n\n
The important thing is that the intent of questioning should be to seek understanding rather than putting down someone. Hence, even the tone of questioning is very important. Consider the difference between, \u201cWhy did you do THAT?\u201d and \u201cWhat are your reasons for doing THAT?\u201d<\/p>\n\n\n\n
The tone of the former question is judgmental while the same question asked differently demonstrates an openness and a neutral tone. The tone is important because it can either put people off & make them defensive or it can make them relaxed and explain their rationale for an idea or a course of action.<\/p>\n\n\n\n
From the above, it follows that there is a big difference between \u201cquestioning\u201d and \u201casking questions\u201d.<\/p>\n\n\n\n
$\"image\"$ <\/figure>\n\n\n\n
In the work context, a manager who adopts an approach of \u201casking questions\u201d enables an environment where his reportees apply their mind to the situation at hand and exercise their best judgment on the right course of action.<\/p>\n\n\n\n
The manager can use questions to expand the reportee\u2019s thinking and make him aware of aspects he may not have thought of (instead of just instructing him what to do).<\/p>\n\n\n\n
Hence asking questions contributes to the reportee\u2019s overall development and ability to deal with situations with minimal oversight. Equally important, it enables greater responsibility on the part of the reportee so that the implementation aspects of his suggestions are fully owned by him.<\/p>\n\n\n\n
Through this, the manager\u2019s time is also freed up from routine oversight functions to take up important but not urgent tasks.<\/p>\n\n\n\n
In a highly dynamic world, the approach of \u201casking questions\u201d is not just \u201ca nice to have\u201d but an imperative to empower people and ensure that the organization as a whole responds fast to changes in the environment.<\/p>\n\n\n\n
\u201cAsking questions\u201d is an essential part of the tool set of a coach who may be the line manager himself. You consciously adopt the approach for improving the \u201cawareness\u201d of the coachee and therefore, open his mind to his perceptions & other possibilities and take \u201cresponsibility\u201d for the options for actions that he chooses.<\/p>\n\n\n\n
Finally, adopting the approach of \u201casking questions\u201d needs a complementing skill which is ACTIVE listening. A coach cannot sustain a session of asking questions without actually listening well, understanding and re-phrasing of what the coachee says.<\/p>\n\n\n\n
As with most things in life, practice makes perfect \u2013 it takes time and experience to hone the approach of asking questions and the skill of active listening. But they can indeed be developed for individual and organizational benefit. The time to start is NOW!<\/p>\n","post_title":"Questioning and Asking Questions - what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"questioning-and-asking-questions-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:02","post_modified_gmt":"2024-01-29 10:55:02","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1514","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1448,"post_author":"31","post_date":"2014-11-02 06:59:09","post_date_gmt":"2014-11-02 01:29:09","post_content":"\n
This article is part of the series on \u201cJourney of a coach\u201d covering my experiences as a performance coach. You may have the read an earlier article in the series on \u201cJourney of a coach \u2013 the beginning\u201d<\/a>. The journey continues here...<\/p>\n\n\n\n
Yogi Berra, New York Yankees baseball player (arguably the best catcher of all time) said, \u201cIn theory, there is no difference between theory & practice. But in practice, there is!\u201d So, this article is about the theory & practice of coaching for performance \u2013 not baseball players but people managing software projects.<\/p>\n\n\n\n
In my context, the \u201ctheory\u201d was mostly \u201cCoaching for Performance\u201d by John Whitmore (by the way, there is another article of mine on Whitmore<\/a> if you are interested). The \u201cpractice\u201d was, of course, my actual experiences over the years.<\/p>\n\n\n\n
A caveat \u2013 I am not here to debunk theory and hail practice - as a cardiac surgeon might! I have a great deal of respect for Whitmore\u2019s book on Coaching for Performance. The book provided a solid reference and a practical guide for my work as a coach all these years.<\/p>\n\n\n\n
However, I do have my own \u201cinterpretations\u201d and \u201cextensions\u201d of the theory in actual practice which I wish to share. I will use the diagram below which shows the context for coaching.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
You can see the \u201ccircles of influence\u201d around the coachee which would have a bearing on coaching and its effectiveness. We will cover each of these circles with examples. Note that the coach\u2019s experience, beliefs and perceptions are also significant in the context in addition to his skills for coaching.<\/p>\n\n\n\n
Circle #1: Are all situations \u201ccoaching situations\u201d?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The first circle of influence is the coaching situation faced by the coachee at work. For example, it could be that he is recently promoted and finds gaining acceptance in his team a challenge.<\/p>\n\n\n\n
The question is whether all such work situations are amenable for coaching - whether you are the manager of the coachee or an external coach. If you follow the \u201ctheory\u201d (that is Whitmore), a coaching style can become the default management style of the entire organization for all occasions.<\/p>\n\n\n\n
In other words, all manager-reportee interactions can naturally follow the coaching style \u2013 the manager following the sequence of helping his reportee to identify the goal he is seeking to achieve, assess the current state of affairs, consider the available options to achieve the goal and making the commitment-making to make it happen.<\/p>\n\n\n\n
That is all very well, but what if you are a commando fighting a guerrilla war in a jungle and see a metal tube from the foliage pointing at you. Your commander (\u201cmanager\u201d) is not going to coach you through the situation, is he?<\/p>\n\n\n\n
There are also other equivalent (but less extreme) situations at work when time is of essence and all that the coachee needs is information or simple direction (like for example, how to balance staff loading in a project schedule).<\/p>\n\n\n\n
So, my interpretation of theory is that there is better pay-off of coaching in some situations than others. However, there are many, many work situations wherein the quality of work<\/b> or results<\/b> is very important, the learning<\/b> for the coachee very important and it is not an emergency<\/b>. Coaching is very relevant in those cases.<\/p>\n\n\n\n
Circle #2: Are people always receptive to coaching?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The next circle of influence is relating to how receptive people are to coaching even if their work situation was amenable for it.<\/p>\n\n\n\n
Are they motivated enough to become more aware<\/b> and take responsibility<\/b> by themselves and not just because their employer has enrolled them in a training & coaching program?<\/p>\n\n\n\n
Maslow\u2019s theory is that motivation is linked to the stage an individual is at in a hierarchy of needs (see diagram below from Whitmore\u2019s Coaching for Performance). Note that Whitmore has split Maslow\u2019s Esteem stage into two \u2013 Esteem from others and Self-esteem.<\/p>\n\n\n\n
At the stage of Esteem from others, one is looking \u201cexternal\u201d recognition and prestige as motivators. At the stage of Self-esteem, external motivators tend to become less important. More important is the need to make a difference and being empowered to do so enhancing self-esteem. This self-esteem stage is where coaching makes the biggest impact for personal growth.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
Source: Coaching for Performance by John Whitmore<\/i><\/p>\n\n\n\n
There are a few more \u201ccircles\u201d to cover which we will in Part II of the article.<\/p>\n\n\n\n
Till then...<\/p>\n","post_title":"Journey of a coach - theory & practice (Part I)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-i","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:34","post_modified_gmt":"2024-01-29 10:55:34","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1521,"post_author":"26","post_date":"2014-10-30 10:57:02","post_date_gmt":"2014-10-30 05:27:02","post_content":"\n
$\"Network_whenhow2\"$ <\/a><\/figure>\n\n\n\n
One is never without a network and if you are reading this - it may be more to know how to grow it and\/or to overcome obstacles, often due to one's level comfort with so called \"networking\".<\/p>\n\n\n\n
If you look at how you:<\/p>\n\n\n\n
\n
got the opportunity to work in your current position<\/li>\n\n\n\n
got into your college\/school<\/li>\n\n\n\n
got your house on rent or bought your apartment<\/li>\n<\/ul>\n\n\n\n
you will see that a network - formal, informal or virtual (internet based) was at play.<\/p>\n\n\n\n
I will focus on growing your professional network and a few simple steps for it and not delve into specifics of social media, as all of you would be familiar with it.<\/p>\n\n\n\n
First, start with your existing network - which will be your current and past colleagues, your college and school alumni, friends and family. See that you stay in touch with them, by meeting them up or electronically, if you are not in touch start right away. Sending greetings for important occasions, festivals and events is a good way to start. Make it a point to call a few of them over the commute\/ weekends and work on the complete list slowly and steadily, start at top the list again once you complete it.<\/p>\n\n\n\n
What if you need to ask for a reference or a favor from a person with whom you are not in regular touch. The best way to is to be honest, there is no point in coming up with a phony reason to get in touch with them and ask for what you want. Your honesty will be appreciated, after that do thank them and make an effort to stay in touch with them. See that your nurture this set of contacts where you have already made a start.<\/p>\n\n\n\n
Once, when I was looking out for a job using my network, I made it a point to call and thank all those who forwarded my resume to their contacts and I sent a book as a gift to thank all those contacts whose help took me to the interview stage. I did it without any motive and what amazed me was the warmth from these contacts in all my future interactions.<\/p>\n\n\n\n
Second area to focus on are the professional events - there will be events where your technical or managerial domain will be the focus. You may be sponsored\/encouraged by your organizations to attend them, do not let is pass citing an excuse of being busy. Do make time to attend a few of them. If you find that you do not have this opportunity then see that you find such events and enroll yourself.<\/p>\n\n\n\n
In my experience these events certainly help you make a few contacts, you will always find a few persons whom you will find interesting and knowledgeable and connect effortlessly. The key is to nurture this - see that you follow-up with a mail and\/or a call.<\/p>\n\n\n\n
If you are the type who feels inhibited to make an opening, then do not worry. I was advised by one of my mentors to just listen and not worry about talking and enjoy being there. If you listen and observe intently you will find yourself talking soon. Your focus on the interactions and not on your perceived ability, does the trick. Try it a couple of times and see for yourself.<\/p>\n\n\n\n
Lastly, for anything to succeed one has to have the desire, then comes the effort and discipline for achieving it. A small progress or a step with positive result, is the best encouragement for you to strive towards your goals. Do ponder on your actions and results to stay focused on continuing to do this.<\/p>\n\n\n\n
One related question I hear from many of my coachees is \"visibility\" within the organization. More on that in a later post.<\/p>\n","post_title":"Networking - when and how to begin?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"networking-when-and-how-to-begin","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:58","post_modified_gmt":"2024-01-29 14:50:58","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1521","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1517,"post_author":"30","post_date":"2014-10-29 09:30:26","post_date_gmt":"2014-10-29 04:00:26","post_content":"\n
$\"sell-it\"$ <\/a><\/figure>\n\n\n\n
As a child, I used to come up with various ideas for almost anything, and ask for Rs. 1000\/- per idea. Being a child, nobody would want to pay money, that too a thousand Rupees \u2013 but, I would get something else as an appreciation for my efforts. A toffee, a cone ice cream etc.<\/p>\n\n\n\n
Further on, when I used to be active in small groups, selling was more of ideas and to get the team to converge on something, that the group can take as an action.<\/p>\n\n\n\n
As a team leader, I needed to sell the vision of the project to the team, to get everybody\u2019s buy in.<\/p>\n\n\n\n
More recently, I have been in contact with many aspiring and active entrepreneurs. Selling is something that they do with every breath.<\/p>\n\n\n\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

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\n
In addition to all these, not every thing we do is easily measurable, much less comparable. So the objectivity of the manager is already subject to his\/ her pre-existing perspective. So, can the manager ensure that it does not cloud the appraisal process?<\/p>\n\n\n\n
In Conclusion<\/strong><\/p>\n\n\n\n
In conclusion, I would say that if the true strategy of the organization and its execution is aligned and well stated, it will make any system work reasonably well. Or not doing that every system will create only a set of issues.<\/p>\n\n\n\n
Personally, I would like to see a system where the organization decentralizes this decision at the level at which people can make the decisions on allocation of budgets, career moves, promotions, hiring and firing \u2013 which in many ways are the outcome of this process. The closer you bring this to the place of action, the better aligned it will be to the needs of the team. The process of allocation from the corporate to these groups itself, should also be made clear up-front. That to me is true empowerment. That to me will show the ability of the corporate to create a self-managing organization.<\/p>\n\n\n\n
What\u2019s your thought? Do you think these systems can be fairly built or is it a mirage? If yes, how do you do it? If you think it\u2019s a mirage, then how do you lead in today\u2019s knowledge industry?<\/p>\n\n\n\n
<\/p>\n","post_title":"Performance Appraisal : Bell Curve or Absolute Performance - What's good?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"performance-appraisal-bell-curve-or-absolute-performancewhats-good","to_ping":"","pinged":"","post_modified":"2024-09-23 20:14:40","post_modified_gmt":"2024-09-23 14:44:40","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3391","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3510,"post_author":"26","post_date":"2015-06-12 13:52:40","post_date_gmt":"2015-06-12 08:22:40","post_content":"\n
$\"Cryptic$ <\/a>
Cryptic daily stand up<\/figcaption><\/figure>\n\n\n\n
The Daily Scrum is one ceremony that the teams following Scrum adopt quickly. There are some hiccups initially, which are sorted out, often with inputs from the coach\/guide. The ceremony is on time and at fixed time, occurs even if Scrum Master is not present, team members unable to attend do call in or provide an email update. Good going!<\/p>\n\n\n\n
Now slowly things change and either the updates become cryptic or verbose. After observing many teams go through this, what comes to my mind is a famous rhetorical question on delays in projects:<\/p>\n\n\n\n
Q: How does a project get delayed by a month?<\/em><\/p>\n\n\n\n
A: One day at a time.<\/em><\/p>\n\n\n\n
Now why am I quoting this here? Because something similar happens. The updates go towards cryptic or verbose as one person goes in that direction and that is not observed\/ corrected. The Scrum Master has a key role in ensuring that the scrum process is followed, he has to be alert to this.<\/p>\n\n\n\n
Here is a typical scenario:<\/p>\n\n\n\n
Mohan is working on a task TKS-210 and has had a bit of a struggle with it. His update in the daily scrum is:<\/p>\n\n\n\n
I was working on TKSK-210, will continue, no impediments. (Sigh.)<\/p>\n\n\n\n
This is accepted, i.e., no one asks any questions, maybe the team members understand the status.<\/p>\n\n\n\n
The next day update too is similar. Now it is likely that couple more team members shift to this style of update. There is an innate, unconscious tendency in humans to mimic, imitate or follow other people, which surfaces time to time. Very soon all updates become similar.<\/p>\n\n\n\n
The ideal update would include some information on -
How much work is done?
When the work is expected to complete?
If completing soon, the team member will certainly state what task he is planning to pick up next.<\/p>\n\n\n\n
Is it quite possible that the thinking on \u201cwhat next\u201d will not happen in the minds, and that is not good. There is a possibility that \u201cI will continue...\u201d kind of update will result in the person continue on task and not take up another, even if it were possible, as words said aloud influence thoughts\/thinking.<\/p>\n\n\n\n
So the Scrum Master and the team has to be alert to how the updates are provided. They can always ask questions to elicit relevant information.<\/p>\n\n\n\n
One practice that will help - is the updating of remaining hours on the task. This if done regularly, will surface in the Daily Scrum and result in update being more specific. If the remaining hours on a task is a fraction of the day, it prompts the team member to the \u201cwhat next\u201d thinking, and share the same.<\/p>\n\n\n\n
Do you have any similar experiences? Would like to hear them as well as your views.<\/p>\n","post_title":"Keeping Daily Scrum focused...","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"keeping-daily-scrum-focused","to_ping":"","pinged":"","post_modified":"2024-01-29 14:49:32","post_modified_gmt":"2024-01-29 14:49:32","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3510","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3343,"post_author":"26","post_date":"2015-05-15 09:38:10","post_date_gmt":"2015-05-15 04:08:10","post_content":"\n
As a coach, a recurring situation one faces, towards the end of the first sprint after the coaching has started, is the push and shove to the retrospective. After seemingly making the team understand that two key aspect of Agile Scrum are to surface the problems at the earliest<\/strong> and avoiding any kind of waste<\/strong>. I naively expected that the team will be eager to do the retrospective, but wiser now.<\/p>\n\n\n\n
$\"lookingback\"$ <\/figure>\n\n\n\n
<\/p>\n\n\n\n
The team will be scrambling to wrap up the work and close all stories to meet the sprint commitment made, the sprint will be kept open till the the very end and at times a few hours into the next sprint. The Sprint Planning for next sprint has to start, the Sprint Review needs to happen for stories to be closed, where is the time for retrospective? Can it be done next time?<\/p>\n\n\n\n
At times they combine Retrospective and Sprint Planning, which results in speeding through the retrospective and getting quickly into the planning. Add to this the different locations and time zones of the PO and Scrum Team. The retrospective at times is scheduled after Sprint Planning, which is anyway better than not having it at all.<\/p>\n\n\n\n
So here is how it goes, the three questions are asked, inputs collated and a mail sent to all stakeholders and the collated inputs made available in a common area. Very less focus on listening to each other and trying to resolve issues.<\/p>\n\n\n\n
The way I deal with this is that I share with the Scrum Master and team on how an ideal Retrospective should proceed and leave it to them to get close to it:
- Use post-its to capture what went well, stick on board, have one of team read all of it. Clarify any point that is not clear,
- Same for what did not go well,
- Same for what they would start to do,
- At this juncture prioritize the start to do\/action items and brainstorm, starting from top till the time runs out.<\/p>\n\n\n\n
This has worked well, teams typically identify one to three items and come up with reasonable details for implementing them. If required I remind them of these mid sprint, some steps are taken and progress made, this helps in them getting into the habit of doing retrospectives regularly.<\/p>\n\n\n\n
One more point to note is that a problem that seems \u201ca way of life\u201d, at end of first sprint may get some solutions, in the subsequent sprint. My reading of this is that the problem when noted first is annoying and frustrating, team is mentally tired to work on it. But when the same problem surfaces again, they are able to come up with a solution, as the frustration is vented in past.<\/p>\n\n\n\n
Let me share one example. This is to do with a scarce DBA resource causing stories to be re-opened due to delayed inputs\/review. At the end of first sprint they made note of this issue and came out strongly on \u201cthis how it is going to be\u201d, \u201cwe have escalated enough already in past\u201d. The issue surfaced again in next sprint, as it was discussed before, the emotions were in check. One of team suggested that we use the grooming pattern, i.e., plan\/do in advance. They figured out a way to deal with it.<\/p>\n\n\n\n
Another oft repeating issue is the frustration of not being able to close a story, because just the show and tell (demo) could not happen, or a build and test in correct environment was not completed due to big queue in CM. The team argues for closing the story, they feel that they are loosing story points for no fault of theirs. Here as a coach, one has to reinforce the concept of \u201cDone\u201d and revisit the concept of \u201cVelocity\u201d.<\/p>\n","post_title":"Initial coaching interventions for Retrospectives","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"initial-coaching-interventions-for-retrospectives","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:04","post_modified_gmt":"2024-01-29 14:50:04","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3343","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3339,"post_author":"26","post_date":"2015-04-11 09:33:55","post_date_gmt":"2015-04-11 04:03:55","post_content":"\n
Teams new to Scrum have a product backlog. The backlog will be groomed to some degree, typically have clarity for up to one to two sprints. The priority will be clear, with fair amount of detail on the requirements. The estimates may be present, it could be story points or a masked form of an effort estimate.<\/p>\n\n\n\n
The Product Owner (PO), who is not co-located in most of the teams will participate in Sprint Planning and along with the Scrum Master and team pick a set of stories to be done in the Sprint. After this the team jumps into doing the work. Detailed Sprint Planning is given a miss as PO will not be available for the entire duration and the team reluctant to do task based estimate for variety of reasons, if they do it is done by a few senior members of the team.<\/p>\n\n\n\n
This is where the first intervention from coach is needed, coax them to do detailed planning i.e., break down the stories into tasks and corresponding effort estimates. Insist that the entire team be involved and ensure that they balance the work they are taking up with the capacity the team has. Here is where they get to see one of the characteristics of Scrum \u2013 uncovering the problems at the earliest, and as a coach one should ensure that they become aware of it.<\/p>\n\n\n\n
$\"Sprint_Plan_1\"$ <\/figure>\n\n\n\n
Few things they discover:
- there may not be enough Analysis\/Dev\/DBA\/QA capacity in the team
- some of the team may not be fully utilized
- as they break down stories to tasks they realize that some stories cannot be completed, due to external dependencies, that is unlikely to be fulfilled.
- they may require more information from the PO.
- lastly the entire team gains an understanding what is planned to be accomplished.<\/p>\n\n\n\n
And it is interesting to see how they work around this:
- make use of team members not fully utilized to accomplish some of the tasks.
- the above at times involves redistributing the work, so that team members volunteering outside their domain, can take up relatively simpler tasks.
- go back to PO\/stakeholders and try to get the dependencies resolved or pick another story, this one requires a push from coach.
- get clarity on requirements from PO, this has to happen the next day.
- re-adjust the sprint backlog taking the above into account.<\/p>\n\n\n\n
$\"Sprint_Plan_2\"$ <\/figure>\n\n\n\n
At times guidelines are adhered to, planning sessions is time-boxed, they assume that all planning needs to happen in one sitting. Here is where, as a coach, one has to make them see the \"why\" behind a particular step, \"what\" outcome is desired? The outcome of having a proper Sprint Plan is more important than accomplishing it a single time-boxed session.<\/p>\n\n\n\n
As they complete this they realize that in past sprints, they grappled with these issues, towards the end of the sprint. Now they have ample time to cope with it \u2013 the benefit of Scrum uncovering problems earlier is leveraged.<\/p>\n\n\n\n
There is reluctance to do task effort estimates. In the traditional planning task estimates are done for entire project even with some requirements not being clear. This would have resulted in lot of waste, this coupled with notion that agile means no planning is the major cause of the reluctance. As a coach, one needs to highlight that there is better clarity on requirements and it is being done for just a sprint, so there is no waste. The reluctance is also due to lack of understanding of the difference between story point, size and effort estimates, this needs to be addressed.<\/p>\n\n\n\n
At this juncture the team is ready to make and take on the commitment with higher confidence. You can see the related blog on retrospectives.<\/p>\n","post_title":"Initial coaching interventions for Sprint Planning","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"initial-coaching-interventions-for-sprint-planning","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:24","post_modified_gmt":"2024-01-29 14:50:24","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3339","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1519,"post_author":"33","post_date":"2014-11-09 12:15:54","post_date_gmt":"2014-11-09 06:45:54","post_content":"\n
$\"\"\/$ <\/figure>\n\n\n\n
  <\/p>\n\n\n\n
Leaders have only two jobs:<\/p>\n\n\n\n
1) Getting work done<\/p>\n\n\n\n
2) Growing the people<\/p>\n\n\n\n
Coaching as a leadership\/management style achieves both.<\/p>\n\n\n\n
With Command & Control approach, managers may get the work done in the short term, by force. But that might have negative impacts on the team in terms of :<\/p>\n\n\n\n
- Lack of ownership<\/p>\n\n\n\n
- Low motivation<\/p>\n\n\n\n
- Poor quality output<\/p>\n\n\n\n
- Low productivity<\/p>\n\n\n\n
- Missed schedules etc.<\/p>\n\n\n\n
Command & Control might also impact development of team members negatively. Teams might wait for manager to give instruction. They might hesitate to take initiative as it might get overruled by the manager. They might stop thinking new & innovative ideas as the manager will always tell them what to do.<\/p>\n\n\n\n
On the other hand, with Coaching as the leadership style, managers will empower the team members to come out with new ideas, solutions and encourage them to implement them. They will help the team members to discover their strengths by asking questions & challenging them. This builds motivation and ownership in the team members.<\/p>\n\n\n\n
Having said that, there are situations where Managers need to use command & control approaches. For example, in a fire fighting situation where extremely quick response in needed. There will be a need for different approaches for different team members \u2013 someone may need more directive input & constant oversight and someone may need a lot of freedom.<\/p>\n\n\n\n
A good leader is one who has high self awareness, self-regulation, self-motivation and empathy through which he\/she can sense and respond differently, in a conscious way, to different situations & different people.<\/p>\n\n\n\n
However, to be a good Leader, coaching way of management style should be the most natural approach and command & control should be the exception.<\/p>\n","post_title":"Coaching vs Command & Control style of Management","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"coaching-vs-command-control-style-of-management","to_ping":"","pinged":"","post_modified":"2024-01-29 15:34:20","post_modified_gmt":"2024-01-29 15:34:20","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1519","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1456,"post_author":"31","post_date":"2014-11-09 12:15:37","post_date_gmt":"2014-11-09 06:45:37","post_content":"\n
In an earlier article \u201cJourney of a coach \u2013 theory & practice (Part I)<\/a>, we introduced the \u201ccircles of influence\u201d which form the context (see diagram below) for coaching process.<\/p>\n\n\n\n
$\"image\"$ <\/a> The circles in the diagram above have a significant bearing on coaching effectiveness and need to be addressed by the coach using the theory of coaching (such as Whitmore\u2019s book on \u201cCoaching for Performance\u201d). In the case of some circles, the theory may \u201cend\u201d at some point and the coach will have \u201cinterpret\u201d and \u201cextend\u201d it for the specific coachee situation at hand.<\/p>\n\n\n\n
We covered the following in Part I of this article:<\/p>\n\n\n\n
\u00b7 Circle #1: Are all situations \u201ccoaching situations\u201d?<\/p>\n\n\n\n
\u00b7 Circle #2: Are people always receptive to coaching?<\/p>\n\n\n\n
In this Part II, we will cover the two remaining circles.<\/p>\n\n\n\n
Circle #3: Are coaches sometimes helpless?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
Circle #3 above regarding \u201cbeliefs, perceptions and personal circumstances\u201d can actually be quite a hard shell hindering coaching progress. But it is often an invisible hard shell because people will share only so much of their innermost beliefs and personal circumstances even though they are impacting their work performance. Coaches make chance discoveries of this shell in the Reality check part (that is, the current state of affairs that needs to improve to meet the Goal) of the Goal-Reality-Options-Will (GROW) model of Whitmore. Here are examples:<\/p>\n\n\n\n
\u00b7 A coachee once candidly admitted that he was himself the reason for his declining performance at work. The reason was that his family was going through his sister\u2019s painful divorce in the US and her life coming back to India. He just could not go about work as usual<\/p>\n\n\n\n
\u00b7 A second coachee had a lot of issues with his manager. He felt that the manager\u2019s lack of domain knowledge resulted in his not realizing & recognizing the value of the coachee\u2019s work. In addition, the coachee seemed to indicate that lack of recognition of his work had to do with his belonging to a minority religious community in India<\/p>\n\n\n\n
\u00b7 Yet another coachee told my colleague (also a Performance Coach) that her problems arose because her boss was an inveterate woman-hater<\/p>\n\n\n\n
These are situations of tight-rope walking for a performance coach! In situations of personal crisis, the coach may only help by sympathetic and patient listening. This may help the coachee more than one would think \u2013 just getting the problem \u201coff his chest\u201d often helps and relieves stress. Being less stressed, he may be able to come to grips with his personal predicament and deal with it better. However, coachee\u2019s entrenched beliefs on, say, religion and gender can be very challenging for the coach to deal with. Some deep-rooted beliefs may indicate pathology needing help from a trained therapist \u2013 far beyond the scope of performance coaching and the ability of the coach.<\/p>\n\n\n\n
Circle #4: Is the coachee\u2019s work environment conducive?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The last circle of influence is the coachee\u2019s work. Sometimes, people have told me that they are \u201cstuck\u201d in positions \u2013 say, \u201croutine\u201d software bug fixing and maintenance where there is really no scope for \u201clearning, enjoyment and fulfillment\u201d (you may like to read My Team is not motivated!!!<\/a> by my colleague Prasanna Moses on this). Most of us would agree that there is far less drudgery at work in today\u2019s knowledge-centric world than even just 30 years ago. We would also agree that there is no such thing as 100% \u201csexy\u201d work (unless of course, you are doing breakthrough work of your calling \u2013 say, in quantum computing). So, when coachees complain about their current work\/role and the lack of sexiness thereof, I ask them questions about what makes it boring, what they can do about it and so on \u2013 hopefully making them better aware of interesting possibilities in what they were doing. In some cases, people have hinted to me that they are considering quitting their \u201cboring\u201d job and looking for a reaction. Under such circumstances, to be fair to the coachee and to the coachee\u2019s employer (who is paying my fees!), I would say the best option is to ask the coachee questions exploring his rationale for leaving (without being judgmental on whether it is right or wrong) \u2013 like what does he think leaving the job will achieve, how will it get him closer to his goals, how is he sure that the same problems would not repeat themselves in the new organization and so on. The ultimate decision should be the coachee\u2019s based on introspection triggered by your questions. He may still choose to quit \u2013 but that is another matter! As far as you are concerned as a coach, you have played it fair & square. It is not unthinkable that you as the coach may actually agree with his rationale for seeking another job!<\/p>\n\n\n\n
A related aspect is also the organizational environment in which the coachee works \u2013 over & above his immediate work\/role discussed above. In sports coaching, the strong individual motivation is a given and the coachee has a great deal of control over what he can and cannot do to enhance his performance. The circumstances for software project managers are different. Their GROW model is in the context of an organization with its culture, policies, processes and so on. As a coach, I have encountered some real challenges here \u2013 the Project Manager may be aspiring to do something of value in his project but his line management and work environment may not be supportive. Some organizational policies can be insensitive to people and even draconian. In one software development organization, if project team members logged in less than 40 hours per week of approved work, there would be automatic cuts in their pay while the significant additional work needed at other times went scarcely noticed! How can one be expected to learn and enjoy their work in such an environment? In such cases, we do bring it up with the line management for addressing them and offer our help as well. To be honest, it worked sometimes and it did not in as many cases.<\/p>\n\n\n\n
In summary, as a practicing coach, you are bound to run into situations like the ones above which make you stop and ponder as to what extent theory can lead practice! You may need to introspect and think of newer ways of extending \u201ctheory\u201d or just use good old common sense and move on! At PM Power, we have the coaches\u2019 conclave where these situations are discussed to see how best to help the coachee considering all the circles of influence. It has significantly helped our coaches in specific situations and in honing their coaching skills in general.<\/p>\n\n\n\n
We invite you to share your coaching experiences (as a coach or a coachee) and we would be happy to share our perspectives which may be of help. You may reach us at info@pm-powerconsulting.com.<\/p>\n","post_title":"Journey of a coach - theory & practice (Part II)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-ii","to_ping":"","pinged":"","post_modified":"2024-01-29 10:54:32","post_modified_gmt":"2024-01-29 10:54:32","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1456","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1514,"post_author":"31","post_date":"2014-11-02 12:24:22","post_date_gmt":"2014-11-02 06:54:22","post_content":"\n
A speaker finishes a great speech \u2013 at least, HE thinks it is great! He then asks, \u201cAny questions?\u201d What does he expect? If I were him, I would expect the audience to demonstrate a level of understanding of what the speech was all about and ask meaningful questions - clarifying the ground covered and even extending from there.<\/p>\n\n\n\n
These are situations where one actually wants to be questioned to get a sense a satisfaction that the effort (the speech, in this case) has been worthwhile. But there are other situations where being questioned has a very negative connotation. It implies questioning the ability of the person being questioned or the work that he has done.<\/p>\n\n\n\n
The important thing is that the intent of questioning should be to seek understanding rather than putting down someone. Hence, even the tone of questioning is very important. Consider the difference between, \u201cWhy did you do THAT?\u201d and \u201cWhat are your reasons for doing THAT?\u201d<\/p>\n\n\n\n
The tone of the former question is judgmental while the same question asked differently demonstrates an openness and a neutral tone. The tone is important because it can either put people off & make them defensive or it can make them relaxed and explain their rationale for an idea or a course of action.<\/p>\n\n\n\n
From the above, it follows that there is a big difference between \u201cquestioning\u201d and \u201casking questions\u201d.<\/p>\n\n\n\n
$\"image\"$ <\/figure>\n\n\n\n
In the work context, a manager who adopts an approach of \u201casking questions\u201d enables an environment where his reportees apply their mind to the situation at hand and exercise their best judgment on the right course of action.<\/p>\n\n\n\n
The manager can use questions to expand the reportee\u2019s thinking and make him aware of aspects he may not have thought of (instead of just instructing him what to do).<\/p>\n\n\n\n
Hence asking questions contributes to the reportee\u2019s overall development and ability to deal with situations with minimal oversight. Equally important, it enables greater responsibility on the part of the reportee so that the implementation aspects of his suggestions are fully owned by him.<\/p>\n\n\n\n
Through this, the manager\u2019s time is also freed up from routine oversight functions to take up important but not urgent tasks.<\/p>\n\n\n\n
In a highly dynamic world, the approach of \u201casking questions\u201d is not just \u201ca nice to have\u201d but an imperative to empower people and ensure that the organization as a whole responds fast to changes in the environment.<\/p>\n\n\n\n
\u201cAsking questions\u201d is an essential part of the tool set of a coach who may be the line manager himself. You consciously adopt the approach for improving the \u201cawareness\u201d of the coachee and therefore, open his mind to his perceptions & other possibilities and take \u201cresponsibility\u201d for the options for actions that he chooses.<\/p>\n\n\n\n
Finally, adopting the approach of \u201casking questions\u201d needs a complementing skill which is ACTIVE listening. A coach cannot sustain a session of asking questions without actually listening well, understanding and re-phrasing of what the coachee says.<\/p>\n\n\n\n
As with most things in life, practice makes perfect \u2013 it takes time and experience to hone the approach of asking questions and the skill of active listening. But they can indeed be developed for individual and organizational benefit. The time to start is NOW!<\/p>\n","post_title":"Questioning and Asking Questions - what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"questioning-and-asking-questions-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:02","post_modified_gmt":"2024-01-29 10:55:02","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1514","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1448,"post_author":"31","post_date":"2014-11-02 06:59:09","post_date_gmt":"2014-11-02 01:29:09","post_content":"\n
This article is part of the series on \u201cJourney of a coach\u201d covering my experiences as a performance coach. You may have the read an earlier article in the series on \u201cJourney of a coach \u2013 the beginning\u201d<\/a>. The journey continues here...<\/p>\n\n\n\n
Yogi Berra, New York Yankees baseball player (arguably the best catcher of all time) said, \u201cIn theory, there is no difference between theory & practice. But in practice, there is!\u201d So, this article is about the theory & practice of coaching for performance \u2013 not baseball players but people managing software projects.<\/p>\n\n\n\n
In my context, the \u201ctheory\u201d was mostly \u201cCoaching for Performance\u201d by John Whitmore (by the way, there is another article of mine on Whitmore<\/a> if you are interested). The \u201cpractice\u201d was, of course, my actual experiences over the years.<\/p>\n\n\n\n
A caveat \u2013 I am not here to debunk theory and hail practice - as a cardiac surgeon might! I have a great deal of respect for Whitmore\u2019s book on Coaching for Performance. The book provided a solid reference and a practical guide for my work as a coach all these years.<\/p>\n\n\n\n
However, I do have my own \u201cinterpretations\u201d and \u201cextensions\u201d of the theory in actual practice which I wish to share. I will use the diagram below which shows the context for coaching.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
You can see the \u201ccircles of influence\u201d around the coachee which would have a bearing on coaching and its effectiveness. We will cover each of these circles with examples. Note that the coach\u2019s experience, beliefs and perceptions are also significant in the context in addition to his skills for coaching.<\/p>\n\n\n\n
Circle #1: Are all situations \u201ccoaching situations\u201d?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The first circle of influence is the coaching situation faced by the coachee at work. For example, it could be that he is recently promoted and finds gaining acceptance in his team a challenge.<\/p>\n\n\n\n
The question is whether all such work situations are amenable for coaching - whether you are the manager of the coachee or an external coach. If you follow the \u201ctheory\u201d (that is Whitmore), a coaching style can become the default management style of the entire organization for all occasions.<\/p>\n\n\n\n
In other words, all manager-reportee interactions can naturally follow the coaching style \u2013 the manager following the sequence of helping his reportee to identify the goal he is seeking to achieve, assess the current state of affairs, consider the available options to achieve the goal and making the commitment-making to make it happen.<\/p>\n\n\n\n
That is all very well, but what if you are a commando fighting a guerrilla war in a jungle and see a metal tube from the foliage pointing at you. Your commander (\u201cmanager\u201d) is not going to coach you through the situation, is he?<\/p>\n\n\n\n
There are also other equivalent (but less extreme) situations at work when time is of essence and all that the coachee needs is information or simple direction (like for example, how to balance staff loading in a project schedule).<\/p>\n\n\n\n
So, my interpretation of theory is that there is better pay-off of coaching in some situations than others. However, there are many, many work situations wherein the quality of work<\/b> or results<\/b> is very important, the learning<\/b> for the coachee very important and it is not an emergency<\/b>. Coaching is very relevant in those cases.<\/p>\n\n\n\n
Circle #2: Are people always receptive to coaching?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The next circle of influence is relating to how receptive people are to coaching even if their work situation was amenable for it.<\/p>\n\n\n\n
Are they motivated enough to become more aware<\/b> and take responsibility<\/b> by themselves and not just because their employer has enrolled them in a training & coaching program?<\/p>\n\n\n\n
Maslow\u2019s theory is that motivation is linked to the stage an individual is at in a hierarchy of needs (see diagram below from Whitmore\u2019s Coaching for Performance). Note that Whitmore has split Maslow\u2019s Esteem stage into two \u2013 Esteem from others and Self-esteem.<\/p>\n\n\n\n
At the stage of Esteem from others, one is looking \u201cexternal\u201d recognition and prestige as motivators. At the stage of Self-esteem, external motivators tend to become less important. More important is the need to make a difference and being empowered to do so enhancing self-esteem. This self-esteem stage is where coaching makes the biggest impact for personal growth.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
Source: Coaching for Performance by John Whitmore<\/i><\/p>\n\n\n\n
There are a few more \u201ccircles\u201d to cover which we will in Part II of the article.<\/p>\n\n\n\n
Till then...<\/p>\n","post_title":"Journey of a coach - theory & practice (Part I)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-i","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:34","post_modified_gmt":"2024-01-29 10:55:34","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1521,"post_author":"26","post_date":"2014-10-30 10:57:02","post_date_gmt":"2014-10-30 05:27:02","post_content":"\n
$\"Network_whenhow2\"$ <\/a><\/figure>\n\n\n\n
One is never without a network and if you are reading this - it may be more to know how to grow it and\/or to overcome obstacles, often due to one's level comfort with so called \"networking\".<\/p>\n\n\n\n
If you look at how you:<\/p>\n\n\n\n
\n
got the opportunity to work in your current position<\/li>\n\n\n\n
got into your college\/school<\/li>\n\n\n\n
got your house on rent or bought your apartment<\/li>\n<\/ul>\n\n\n\n
you will see that a network - formal, informal or virtual (internet based) was at play.<\/p>\n\n\n\n
I will focus on growing your professional network and a few simple steps for it and not delve into specifics of social media, as all of you would be familiar with it.<\/p>\n\n\n\n
First, start with your existing network - which will be your current and past colleagues, your college and school alumni, friends and family. See that you stay in touch with them, by meeting them up or electronically, if you are not in touch start right away. Sending greetings for important occasions, festivals and events is a good way to start. Make it a point to call a few of them over the commute\/ weekends and work on the complete list slowly and steadily, start at top the list again once you complete it.<\/p>\n\n\n\n
What if you need to ask for a reference or a favor from a person with whom you are not in regular touch. The best way to is to be honest, there is no point in coming up with a phony reason to get in touch with them and ask for what you want. Your honesty will be appreciated, after that do thank them and make an effort to stay in touch with them. See that your nurture this set of contacts where you have already made a start.<\/p>\n\n\n\n
Once, when I was looking out for a job using my network, I made it a point to call and thank all those who forwarded my resume to their contacts and I sent a book as a gift to thank all those contacts whose help took me to the interview stage. I did it without any motive and what amazed me was the warmth from these contacts in all my future interactions.<\/p>\n\n\n\n
Second area to focus on are the professional events - there will be events where your technical or managerial domain will be the focus. You may be sponsored\/encouraged by your organizations to attend them, do not let is pass citing an excuse of being busy. Do make time to attend a few of them. If you find that you do not have this opportunity then see that you find such events and enroll yourself.<\/p>\n\n\n\n
In my experience these events certainly help you make a few contacts, you will always find a few persons whom you will find interesting and knowledgeable and connect effortlessly. The key is to nurture this - see that you follow-up with a mail and\/or a call.<\/p>\n\n\n\n
If you are the type who feels inhibited to make an opening, then do not worry. I was advised by one of my mentors to just listen and not worry about talking and enjoy being there. If you listen and observe intently you will find yourself talking soon. Your focus on the interactions and not on your perceived ability, does the trick. Try it a couple of times and see for yourself.<\/p>\n\n\n\n
Lastly, for anything to succeed one has to have the desire, then comes the effort and discipline for achieving it. A small progress or a step with positive result, is the best encouragement for you to strive towards your goals. Do ponder on your actions and results to stay focused on continuing to do this.<\/p>\n\n\n\n
One related question I hear from many of my coachees is \"visibility\" within the organization. More on that in a later post.<\/p>\n","post_title":"Networking - when and how to begin?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"networking-when-and-how-to-begin","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:58","post_modified_gmt":"2024-01-29 14:50:58","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1521","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1517,"post_author":"30","post_date":"2014-10-29 09:30:26","post_date_gmt":"2014-10-29 04:00:26","post_content":"\n
$\"sell-it\"$ <\/a><\/figure>\n\n\n\n
As a child, I used to come up with various ideas for almost anything, and ask for Rs. 1000\/- per idea. Being a child, nobody would want to pay money, that too a thousand Rupees \u2013 but, I would get something else as an appreciation for my efforts. A toffee, a cone ice cream etc.<\/p>\n\n\n\n
Further on, when I used to be active in small groups, selling was more of ideas and to get the team to converge on something, that the group can take as an action.<\/p>\n\n\n\n
As a team leader, I needed to sell the vision of the project to the team, to get everybody\u2019s buy in.<\/p>\n\n\n\n
More recently, I have been in contact with many aspiring and active entrepreneurs. Selling is something that they do with every breath.<\/p>\n\n\n\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 10 of 12 Previous 1 … 9 10 11 12 Next

\n
Or when in an absolute performance system, there\u2019s an initial euphoria \u2013 with everyone knowing that they probably bettered the stated expectation. However if the organization has not outperformed \u2013 the limited goodies that come along now get split more evenly with more people. So does it now lead employees to believe that the good grading is a placebo. Should the organization have been more diligent in the level of the target being set early on in the game? Will it now start making the team not worry about the grading and encourage mediocrity?<\/p>\n\n\n\n
In addition to all these, not every thing we do is easily measurable, much less comparable. So the objectivity of the manager is already subject to his\/ her pre-existing perspective. So, can the manager ensure that it does not cloud the appraisal process?<\/p>\n\n\n\n
In Conclusion<\/strong><\/p>\n\n\n\n
In conclusion, I would say that if the true strategy of the organization and its execution is aligned and well stated, it will make any system work reasonably well. Or not doing that every system will create only a set of issues.<\/p>\n\n\n\n
Personally, I would like to see a system where the organization decentralizes this decision at the level at which people can make the decisions on allocation of budgets, career moves, promotions, hiring and firing \u2013 which in many ways are the outcome of this process. The closer you bring this to the place of action, the better aligned it will be to the needs of the team. The process of allocation from the corporate to these groups itself, should also be made clear up-front. That to me is true empowerment. That to me will show the ability of the corporate to create a self-managing organization.<\/p>\n\n\n\n
What\u2019s your thought? Do you think these systems can be fairly built or is it a mirage? If yes, how do you do it? If you think it\u2019s a mirage, then how do you lead in today\u2019s knowledge industry?<\/p>\n\n\n\n
<\/p>\n","post_title":"Performance Appraisal : Bell Curve or Absolute Performance - What's good?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"performance-appraisal-bell-curve-or-absolute-performancewhats-good","to_ping":"","pinged":"","post_modified":"2024-09-23 20:14:40","post_modified_gmt":"2024-09-23 14:44:40","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3391","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3510,"post_author":"26","post_date":"2015-06-12 13:52:40","post_date_gmt":"2015-06-12 08:22:40","post_content":"\n
$\"Cryptic$ <\/a>
Cryptic daily stand up<\/figcaption><\/figure>\n\n\n\n
The Daily Scrum is one ceremony that the teams following Scrum adopt quickly. There are some hiccups initially, which are sorted out, often with inputs from the coach\/guide. The ceremony is on time and at fixed time, occurs even if Scrum Master is not present, team members unable to attend do call in or provide an email update. Good going!<\/p>\n\n\n\n
Now slowly things change and either the updates become cryptic or verbose. After observing many teams go through this, what comes to my mind is a famous rhetorical question on delays in projects:<\/p>\n\n\n\n
Q: How does a project get delayed by a month?<\/em><\/p>\n\n\n\n
A: One day at a time.<\/em><\/p>\n\n\n\n
Now why am I quoting this here? Because something similar happens. The updates go towards cryptic or verbose as one person goes in that direction and that is not observed\/ corrected. The Scrum Master has a key role in ensuring that the scrum process is followed, he has to be alert to this.<\/p>\n\n\n\n
Here is a typical scenario:<\/p>\n\n\n\n
Mohan is working on a task TKS-210 and has had a bit of a struggle with it. His update in the daily scrum is:<\/p>\n\n\n\n
I was working on TKSK-210, will continue, no impediments. (Sigh.)<\/p>\n\n\n\n
This is accepted, i.e., no one asks any questions, maybe the team members understand the status.<\/p>\n\n\n\n
The next day update too is similar. Now it is likely that couple more team members shift to this style of update. There is an innate, unconscious tendency in humans to mimic, imitate or follow other people, which surfaces time to time. Very soon all updates become similar.<\/p>\n\n\n\n
The ideal update would include some information on -
How much work is done?
When the work is expected to complete?
If completing soon, the team member will certainly state what task he is planning to pick up next.<\/p>\n\n\n\n
Is it quite possible that the thinking on \u201cwhat next\u201d will not happen in the minds, and that is not good. There is a possibility that \u201cI will continue...\u201d kind of update will result in the person continue on task and not take up another, even if it were possible, as words said aloud influence thoughts\/thinking.<\/p>\n\n\n\n
So the Scrum Master and the team has to be alert to how the updates are provided. They can always ask questions to elicit relevant information.<\/p>\n\n\n\n
One practice that will help - is the updating of remaining hours on the task. This if done regularly, will surface in the Daily Scrum and result in update being more specific. If the remaining hours on a task is a fraction of the day, it prompts the team member to the \u201cwhat next\u201d thinking, and share the same.<\/p>\n\n\n\n
Do you have any similar experiences? Would like to hear them as well as your views.<\/p>\n","post_title":"Keeping Daily Scrum focused...","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"keeping-daily-scrum-focused","to_ping":"","pinged":"","post_modified":"2024-01-29 14:49:32","post_modified_gmt":"2024-01-29 14:49:32","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3510","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3343,"post_author":"26","post_date":"2015-05-15 09:38:10","post_date_gmt":"2015-05-15 04:08:10","post_content":"\n
As a coach, a recurring situation one faces, towards the end of the first sprint after the coaching has started, is the push and shove to the retrospective. After seemingly making the team understand that two key aspect of Agile Scrum are to surface the problems at the earliest<\/strong> and avoiding any kind of waste<\/strong>. I naively expected that the team will be eager to do the retrospective, but wiser now.<\/p>\n\n\n\n
$\"lookingback\"$ <\/figure>\n\n\n\n
<\/p>\n\n\n\n
The team will be scrambling to wrap up the work and close all stories to meet the sprint commitment made, the sprint will be kept open till the the very end and at times a few hours into the next sprint. The Sprint Planning for next sprint has to start, the Sprint Review needs to happen for stories to be closed, where is the time for retrospective? Can it be done next time?<\/p>\n\n\n\n
At times they combine Retrospective and Sprint Planning, which results in speeding through the retrospective and getting quickly into the planning. Add to this the different locations and time zones of the PO and Scrum Team. The retrospective at times is scheduled after Sprint Planning, which is anyway better than not having it at all.<\/p>\n\n\n\n
So here is how it goes, the three questions are asked, inputs collated and a mail sent to all stakeholders and the collated inputs made available in a common area. Very less focus on listening to each other and trying to resolve issues.<\/p>\n\n\n\n
The way I deal with this is that I share with the Scrum Master and team on how an ideal Retrospective should proceed and leave it to them to get close to it:
- Use post-its to capture what went well, stick on board, have one of team read all of it. Clarify any point that is not clear,
- Same for what did not go well,
- Same for what they would start to do,
- At this juncture prioritize the start to do\/action items and brainstorm, starting from top till the time runs out.<\/p>\n\n\n\n
This has worked well, teams typically identify one to three items and come up with reasonable details for implementing them. If required I remind them of these mid sprint, some steps are taken and progress made, this helps in them getting into the habit of doing retrospectives regularly.<\/p>\n\n\n\n
One more point to note is that a problem that seems \u201ca way of life\u201d, at end of first sprint may get some solutions, in the subsequent sprint. My reading of this is that the problem when noted first is annoying and frustrating, team is mentally tired to work on it. But when the same problem surfaces again, they are able to come up with a solution, as the frustration is vented in past.<\/p>\n\n\n\n
Let me share one example. This is to do with a scarce DBA resource causing stories to be re-opened due to delayed inputs\/review. At the end of first sprint they made note of this issue and came out strongly on \u201cthis how it is going to be\u201d, \u201cwe have escalated enough already in past\u201d. The issue surfaced again in next sprint, as it was discussed before, the emotions were in check. One of team suggested that we use the grooming pattern, i.e., plan\/do in advance. They figured out a way to deal with it.<\/p>\n\n\n\n
Another oft repeating issue is the frustration of not being able to close a story, because just the show and tell (demo) could not happen, or a build and test in correct environment was not completed due to big queue in CM. The team argues for closing the story, they feel that they are loosing story points for no fault of theirs. Here as a coach, one has to reinforce the concept of \u201cDone\u201d and revisit the concept of \u201cVelocity\u201d.<\/p>\n","post_title":"Initial coaching interventions for Retrospectives","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"initial-coaching-interventions-for-retrospectives","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:04","post_modified_gmt":"2024-01-29 14:50:04","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3343","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3339,"post_author":"26","post_date":"2015-04-11 09:33:55","post_date_gmt":"2015-04-11 04:03:55","post_content":"\n
Teams new to Scrum have a product backlog. The backlog will be groomed to some degree, typically have clarity for up to one to two sprints. The priority will be clear, with fair amount of detail on the requirements. The estimates may be present, it could be story points or a masked form of an effort estimate.<\/p>\n\n\n\n
The Product Owner (PO), who is not co-located in most of the teams will participate in Sprint Planning and along with the Scrum Master and team pick a set of stories to be done in the Sprint. After this the team jumps into doing the work. Detailed Sprint Planning is given a miss as PO will not be available for the entire duration and the team reluctant to do task based estimate for variety of reasons, if they do it is done by a few senior members of the team.<\/p>\n\n\n\n
This is where the first intervention from coach is needed, coax them to do detailed planning i.e., break down the stories into tasks and corresponding effort estimates. Insist that the entire team be involved and ensure that they balance the work they are taking up with the capacity the team has. Here is where they get to see one of the characteristics of Scrum \u2013 uncovering the problems at the earliest, and as a coach one should ensure that they become aware of it.<\/p>\n\n\n\n
$\"Sprint_Plan_1\"$ <\/figure>\n\n\n\n
Few things they discover:
- there may not be enough Analysis\/Dev\/DBA\/QA capacity in the team
- some of the team may not be fully utilized
- as they break down stories to tasks they realize that some stories cannot be completed, due to external dependencies, that is unlikely to be fulfilled.
- they may require more information from the PO.
- lastly the entire team gains an understanding what is planned to be accomplished.<\/p>\n\n\n\n
And it is interesting to see how they work around this:
- make use of team members not fully utilized to accomplish some of the tasks.
- the above at times involves redistributing the work, so that team members volunteering outside their domain, can take up relatively simpler tasks.
- go back to PO\/stakeholders and try to get the dependencies resolved or pick another story, this one requires a push from coach.
- get clarity on requirements from PO, this has to happen the next day.
- re-adjust the sprint backlog taking the above into account.<\/p>\n\n\n\n
$\"Sprint_Plan_2\"$ <\/figure>\n\n\n\n
At times guidelines are adhered to, planning sessions is time-boxed, they assume that all planning needs to happen in one sitting. Here is where, as a coach, one has to make them see the \"why\" behind a particular step, \"what\" outcome is desired? The outcome of having a proper Sprint Plan is more important than accomplishing it a single time-boxed session.<\/p>\n\n\n\n
As they complete this they realize that in past sprints, they grappled with these issues, towards the end of the sprint. Now they have ample time to cope with it \u2013 the benefit of Scrum uncovering problems earlier is leveraged.<\/p>\n\n\n\n
There is reluctance to do task effort estimates. In the traditional planning task estimates are done for entire project even with some requirements not being clear. This would have resulted in lot of waste, this coupled with notion that agile means no planning is the major cause of the reluctance. As a coach, one needs to highlight that there is better clarity on requirements and it is being done for just a sprint, so there is no waste. The reluctance is also due to lack of understanding of the difference between story point, size and effort estimates, this needs to be addressed.<\/p>\n\n\n\n
At this juncture the team is ready to make and take on the commitment with higher confidence. You can see the related blog on retrospectives.<\/p>\n","post_title":"Initial coaching interventions for Sprint Planning","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"initial-coaching-interventions-for-sprint-planning","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:24","post_modified_gmt":"2024-01-29 14:50:24","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3339","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1519,"post_author":"33","post_date":"2014-11-09 12:15:54","post_date_gmt":"2014-11-09 06:45:54","post_content":"\n
$\"\"\/$ <\/figure>\n\n\n\n
  <\/p>\n\n\n\n
Leaders have only two jobs:<\/p>\n\n\n\n
1) Getting work done<\/p>\n\n\n\n
2) Growing the people<\/p>\n\n\n\n
Coaching as a leadership\/management style achieves both.<\/p>\n\n\n\n
With Command & Control approach, managers may get the work done in the short term, by force. But that might have negative impacts on the team in terms of :<\/p>\n\n\n\n
- Lack of ownership<\/p>\n\n\n\n
- Low motivation<\/p>\n\n\n\n
- Poor quality output<\/p>\n\n\n\n
- Low productivity<\/p>\n\n\n\n
- Missed schedules etc.<\/p>\n\n\n\n
Command & Control might also impact development of team members negatively. Teams might wait for manager to give instruction. They might hesitate to take initiative as it might get overruled by the manager. They might stop thinking new & innovative ideas as the manager will always tell them what to do.<\/p>\n\n\n\n
On the other hand, with Coaching as the leadership style, managers will empower the team members to come out with new ideas, solutions and encourage them to implement them. They will help the team members to discover their strengths by asking questions & challenging them. This builds motivation and ownership in the team members.<\/p>\n\n\n\n
Having said that, there are situations where Managers need to use command & control approaches. For example, in a fire fighting situation where extremely quick response in needed. There will be a need for different approaches for different team members \u2013 someone may need more directive input & constant oversight and someone may need a lot of freedom.<\/p>\n\n\n\n
A good leader is one who has high self awareness, self-regulation, self-motivation and empathy through which he\/she can sense and respond differently, in a conscious way, to different situations & different people.<\/p>\n\n\n\n
However, to be a good Leader, coaching way of management style should be the most natural approach and command & control should be the exception.<\/p>\n","post_title":"Coaching vs Command & Control style of Management","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"coaching-vs-command-control-style-of-management","to_ping":"","pinged":"","post_modified":"2024-01-29 15:34:20","post_modified_gmt":"2024-01-29 15:34:20","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1519","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1456,"post_author":"31","post_date":"2014-11-09 12:15:37","post_date_gmt":"2014-11-09 06:45:37","post_content":"\n
In an earlier article \u201cJourney of a coach \u2013 theory & practice (Part I)<\/a>, we introduced the \u201ccircles of influence\u201d which form the context (see diagram below) for coaching process.<\/p>\n\n\n\n
$\"image\"$ <\/a> The circles in the diagram above have a significant bearing on coaching effectiveness and need to be addressed by the coach using the theory of coaching (such as Whitmore\u2019s book on \u201cCoaching for Performance\u201d). In the case of some circles, the theory may \u201cend\u201d at some point and the coach will have \u201cinterpret\u201d and \u201cextend\u201d it for the specific coachee situation at hand.<\/p>\n\n\n\n
We covered the following in Part I of this article:<\/p>\n\n\n\n
\u00b7 Circle #1: Are all situations \u201ccoaching situations\u201d?<\/p>\n\n\n\n
\u00b7 Circle #2: Are people always receptive to coaching?<\/p>\n\n\n\n
In this Part II, we will cover the two remaining circles.<\/p>\n\n\n\n
Circle #3: Are coaches sometimes helpless?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
Circle #3 above regarding \u201cbeliefs, perceptions and personal circumstances\u201d can actually be quite a hard shell hindering coaching progress. But it is often an invisible hard shell because people will share only so much of their innermost beliefs and personal circumstances even though they are impacting their work performance. Coaches make chance discoveries of this shell in the Reality check part (that is, the current state of affairs that needs to improve to meet the Goal) of the Goal-Reality-Options-Will (GROW) model of Whitmore. Here are examples:<\/p>\n\n\n\n
\u00b7 A coachee once candidly admitted that he was himself the reason for his declining performance at work. The reason was that his family was going through his sister\u2019s painful divorce in the US and her life coming back to India. He just could not go about work as usual<\/p>\n\n\n\n
\u00b7 A second coachee had a lot of issues with his manager. He felt that the manager\u2019s lack of domain knowledge resulted in his not realizing & recognizing the value of the coachee\u2019s work. In addition, the coachee seemed to indicate that lack of recognition of his work had to do with his belonging to a minority religious community in India<\/p>\n\n\n\n
\u00b7 Yet another coachee told my colleague (also a Performance Coach) that her problems arose because her boss was an inveterate woman-hater<\/p>\n\n\n\n
These are situations of tight-rope walking for a performance coach! In situations of personal crisis, the coach may only help by sympathetic and patient listening. This may help the coachee more than one would think \u2013 just getting the problem \u201coff his chest\u201d often helps and relieves stress. Being less stressed, he may be able to come to grips with his personal predicament and deal with it better. However, coachee\u2019s entrenched beliefs on, say, religion and gender can be very challenging for the coach to deal with. Some deep-rooted beliefs may indicate pathology needing help from a trained therapist \u2013 far beyond the scope of performance coaching and the ability of the coach.<\/p>\n\n\n\n
Circle #4: Is the coachee\u2019s work environment conducive?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The last circle of influence is the coachee\u2019s work. Sometimes, people have told me that they are \u201cstuck\u201d in positions \u2013 say, \u201croutine\u201d software bug fixing and maintenance where there is really no scope for \u201clearning, enjoyment and fulfillment\u201d (you may like to read My Team is not motivated!!!<\/a> by my colleague Prasanna Moses on this). Most of us would agree that there is far less drudgery at work in today\u2019s knowledge-centric world than even just 30 years ago. We would also agree that there is no such thing as 100% \u201csexy\u201d work (unless of course, you are doing breakthrough work of your calling \u2013 say, in quantum computing). So, when coachees complain about their current work\/role and the lack of sexiness thereof, I ask them questions about what makes it boring, what they can do about it and so on \u2013 hopefully making them better aware of interesting possibilities in what they were doing. In some cases, people have hinted to me that they are considering quitting their \u201cboring\u201d job and looking for a reaction. Under such circumstances, to be fair to the coachee and to the coachee\u2019s employer (who is paying my fees!), I would say the best option is to ask the coachee questions exploring his rationale for leaving (without being judgmental on whether it is right or wrong) \u2013 like what does he think leaving the job will achieve, how will it get him closer to his goals, how is he sure that the same problems would not repeat themselves in the new organization and so on. The ultimate decision should be the coachee\u2019s based on introspection triggered by your questions. He may still choose to quit \u2013 but that is another matter! As far as you are concerned as a coach, you have played it fair & square. It is not unthinkable that you as the coach may actually agree with his rationale for seeking another job!<\/p>\n\n\n\n
A related aspect is also the organizational environment in which the coachee works \u2013 over & above his immediate work\/role discussed above. In sports coaching, the strong individual motivation is a given and the coachee has a great deal of control over what he can and cannot do to enhance his performance. The circumstances for software project managers are different. Their GROW model is in the context of an organization with its culture, policies, processes and so on. As a coach, I have encountered some real challenges here \u2013 the Project Manager may be aspiring to do something of value in his project but his line management and work environment may not be supportive. Some organizational policies can be insensitive to people and even draconian. In one software development organization, if project team members logged in less than 40 hours per week of approved work, there would be automatic cuts in their pay while the significant additional work needed at other times went scarcely noticed! How can one be expected to learn and enjoy their work in such an environment? In such cases, we do bring it up with the line management for addressing them and offer our help as well. To be honest, it worked sometimes and it did not in as many cases.<\/p>\n\n\n\n
In summary, as a practicing coach, you are bound to run into situations like the ones above which make you stop and ponder as to what extent theory can lead practice! You may need to introspect and think of newer ways of extending \u201ctheory\u201d or just use good old common sense and move on! At PM Power, we have the coaches\u2019 conclave where these situations are discussed to see how best to help the coachee considering all the circles of influence. It has significantly helped our coaches in specific situations and in honing their coaching skills in general.<\/p>\n\n\n\n
We invite you to share your coaching experiences (as a coach or a coachee) and we would be happy to share our perspectives which may be of help. You may reach us at info@pm-powerconsulting.com.<\/p>\n","post_title":"Journey of a coach - theory & practice (Part II)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-ii","to_ping":"","pinged":"","post_modified":"2024-01-29 10:54:32","post_modified_gmt":"2024-01-29 10:54:32","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1456","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1514,"post_author":"31","post_date":"2014-11-02 12:24:22","post_date_gmt":"2014-11-02 06:54:22","post_content":"\n
A speaker finishes a great speech \u2013 at least, HE thinks it is great! He then asks, \u201cAny questions?\u201d What does he expect? If I were him, I would expect the audience to demonstrate a level of understanding of what the speech was all about and ask meaningful questions - clarifying the ground covered and even extending from there.<\/p>\n\n\n\n
These are situations where one actually wants to be questioned to get a sense a satisfaction that the effort (the speech, in this case) has been worthwhile. But there are other situations where being questioned has a very negative connotation. It implies questioning the ability of the person being questioned or the work that he has done.<\/p>\n\n\n\n
The important thing is that the intent of questioning should be to seek understanding rather than putting down someone. Hence, even the tone of questioning is very important. Consider the difference between, \u201cWhy did you do THAT?\u201d and \u201cWhat are your reasons for doing THAT?\u201d<\/p>\n\n\n\n
The tone of the former question is judgmental while the same question asked differently demonstrates an openness and a neutral tone. The tone is important because it can either put people off & make them defensive or it can make them relaxed and explain their rationale for an idea or a course of action.<\/p>\n\n\n\n
From the above, it follows that there is a big difference between \u201cquestioning\u201d and \u201casking questions\u201d.<\/p>\n\n\n\n
$\"image\"$ <\/figure>\n\n\n\n
In the work context, a manager who adopts an approach of \u201casking questions\u201d enables an environment where his reportees apply their mind to the situation at hand and exercise their best judgment on the right course of action.<\/p>\n\n\n\n
The manager can use questions to expand the reportee\u2019s thinking and make him aware of aspects he may not have thought of (instead of just instructing him what to do).<\/p>\n\n\n\n
Hence asking questions contributes to the reportee\u2019s overall development and ability to deal with situations with minimal oversight. Equally important, it enables greater responsibility on the part of the reportee so that the implementation aspects of his suggestions are fully owned by him.<\/p>\n\n\n\n
Through this, the manager\u2019s time is also freed up from routine oversight functions to take up important but not urgent tasks.<\/p>\n\n\n\n
In a highly dynamic world, the approach of \u201casking questions\u201d is not just \u201ca nice to have\u201d but an imperative to empower people and ensure that the organization as a whole responds fast to changes in the environment.<\/p>\n\n\n\n
\u201cAsking questions\u201d is an essential part of the tool set of a coach who may be the line manager himself. You consciously adopt the approach for improving the \u201cawareness\u201d of the coachee and therefore, open his mind to his perceptions & other possibilities and take \u201cresponsibility\u201d for the options for actions that he chooses.<\/p>\n\n\n\n
Finally, adopting the approach of \u201casking questions\u201d needs a complementing skill which is ACTIVE listening. A coach cannot sustain a session of asking questions without actually listening well, understanding and re-phrasing of what the coachee says.<\/p>\n\n\n\n
As with most things in life, practice makes perfect \u2013 it takes time and experience to hone the approach of asking questions and the skill of active listening. But they can indeed be developed for individual and organizational benefit. The time to start is NOW!<\/p>\n","post_title":"Questioning and Asking Questions - what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"questioning-and-asking-questions-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:02","post_modified_gmt":"2024-01-29 10:55:02","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1514","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1448,"post_author":"31","post_date":"2014-11-02 06:59:09","post_date_gmt":"2014-11-02 01:29:09","post_content":"\n
This article is part of the series on \u201cJourney of a coach\u201d covering my experiences as a performance coach. You may have the read an earlier article in the series on \u201cJourney of a coach \u2013 the beginning\u201d<\/a>. The journey continues here...<\/p>\n\n\n\n
Yogi Berra, New York Yankees baseball player (arguably the best catcher of all time) said, \u201cIn theory, there is no difference between theory & practice. But in practice, there is!\u201d So, this article is about the theory & practice of coaching for performance \u2013 not baseball players but people managing software projects.<\/p>\n\n\n\n
In my context, the \u201ctheory\u201d was mostly \u201cCoaching for Performance\u201d by John Whitmore (by the way, there is another article of mine on Whitmore<\/a> if you are interested). The \u201cpractice\u201d was, of course, my actual experiences over the years.<\/p>\n\n\n\n
A caveat \u2013 I am not here to debunk theory and hail practice - as a cardiac surgeon might! I have a great deal of respect for Whitmore\u2019s book on Coaching for Performance. The book provided a solid reference and a practical guide for my work as a coach all these years.<\/p>\n\n\n\n
However, I do have my own \u201cinterpretations\u201d and \u201cextensions\u201d of the theory in actual practice which I wish to share. I will use the diagram below which shows the context for coaching.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
You can see the \u201ccircles of influence\u201d around the coachee which would have a bearing on coaching and its effectiveness. We will cover each of these circles with examples. Note that the coach\u2019s experience, beliefs and perceptions are also significant in the context in addition to his skills for coaching.<\/p>\n\n\n\n
Circle #1: Are all situations \u201ccoaching situations\u201d?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The first circle of influence is the coaching situation faced by the coachee at work. For example, it could be that he is recently promoted and finds gaining acceptance in his team a challenge.<\/p>\n\n\n\n
The question is whether all such work situations are amenable for coaching - whether you are the manager of the coachee or an external coach. If you follow the \u201ctheory\u201d (that is Whitmore), a coaching style can become the default management style of the entire organization for all occasions.<\/p>\n\n\n\n
In other words, all manager-reportee interactions can naturally follow the coaching style \u2013 the manager following the sequence of helping his reportee to identify the goal he is seeking to achieve, assess the current state of affairs, consider the available options to achieve the goal and making the commitment-making to make it happen.<\/p>\n\n\n\n
That is all very well, but what if you are a commando fighting a guerrilla war in a jungle and see a metal tube from the foliage pointing at you. Your commander (\u201cmanager\u201d) is not going to coach you through the situation, is he?<\/p>\n\n\n\n
There are also other equivalent (but less extreme) situations at work when time is of essence and all that the coachee needs is information or simple direction (like for example, how to balance staff loading in a project schedule).<\/p>\n\n\n\n
So, my interpretation of theory is that there is better pay-off of coaching in some situations than others. However, there are many, many work situations wherein the quality of work<\/b> or results<\/b> is very important, the learning<\/b> for the coachee very important and it is not an emergency<\/b>. Coaching is very relevant in those cases.<\/p>\n\n\n\n
Circle #2: Are people always receptive to coaching?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The next circle of influence is relating to how receptive people are to coaching even if their work situation was amenable for it.<\/p>\n\n\n\n
Are they motivated enough to become more aware<\/b> and take responsibility<\/b> by themselves and not just because their employer has enrolled them in a training & coaching program?<\/p>\n\n\n\n
Maslow\u2019s theory is that motivation is linked to the stage an individual is at in a hierarchy of needs (see diagram below from Whitmore\u2019s Coaching for Performance). Note that Whitmore has split Maslow\u2019s Esteem stage into two \u2013 Esteem from others and Self-esteem.<\/p>\n\n\n\n
At the stage of Esteem from others, one is looking \u201cexternal\u201d recognition and prestige as motivators. At the stage of Self-esteem, external motivators tend to become less important. More important is the need to make a difference and being empowered to do so enhancing self-esteem. This self-esteem stage is where coaching makes the biggest impact for personal growth.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
Source: Coaching for Performance by John Whitmore<\/i><\/p>\n\n\n\n
There are a few more \u201ccircles\u201d to cover which we will in Part II of the article.<\/p>\n\n\n\n
Till then...<\/p>\n","post_title":"Journey of a coach - theory & practice (Part I)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-i","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:34","post_modified_gmt":"2024-01-29 10:55:34","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1521,"post_author":"26","post_date":"2014-10-30 10:57:02","post_date_gmt":"2014-10-30 05:27:02","post_content":"\n
$\"Network_whenhow2\"$ <\/a><\/figure>\n\n\n\n
One is never without a network and if you are reading this - it may be more to know how to grow it and\/or to overcome obstacles, often due to one's level comfort with so called \"networking\".<\/p>\n\n\n\n
If you look at how you:<\/p>\n\n\n\n
\n
got the opportunity to work in your current position<\/li>\n\n\n\n
got into your college\/school<\/li>\n\n\n\n
got your house on rent or bought your apartment<\/li>\n<\/ul>\n\n\n\n
you will see that a network - formal, informal or virtual (internet based) was at play.<\/p>\n\n\n\n
I will focus on growing your professional network and a few simple steps for it and not delve into specifics of social media, as all of you would be familiar with it.<\/p>\n\n\n\n
First, start with your existing network - which will be your current and past colleagues, your college and school alumni, friends and family. See that you stay in touch with them, by meeting them up or electronically, if you are not in touch start right away. Sending greetings for important occasions, festivals and events is a good way to start. Make it a point to call a few of them over the commute\/ weekends and work on the complete list slowly and steadily, start at top the list again once you complete it.<\/p>\n\n\n\n
What if you need to ask for a reference or a favor from a person with whom you are not in regular touch. The best way to is to be honest, there is no point in coming up with a phony reason to get in touch with them and ask for what you want. Your honesty will be appreciated, after that do thank them and make an effort to stay in touch with them. See that your nurture this set of contacts where you have already made a start.<\/p>\n\n\n\n
Once, when I was looking out for a job using my network, I made it a point to call and thank all those who forwarded my resume to their contacts and I sent a book as a gift to thank all those contacts whose help took me to the interview stage. I did it without any motive and what amazed me was the warmth from these contacts in all my future interactions.<\/p>\n\n\n\n
Second area to focus on are the professional events - there will be events where your technical or managerial domain will be the focus. You may be sponsored\/encouraged by your organizations to attend them, do not let is pass citing an excuse of being busy. Do make time to attend a few of them. If you find that you do not have this opportunity then see that you find such events and enroll yourself.<\/p>\n\n\n\n
In my experience these events certainly help you make a few contacts, you will always find a few persons whom you will find interesting and knowledgeable and connect effortlessly. The key is to nurture this - see that you follow-up with a mail and\/or a call.<\/p>\n\n\n\n
If you are the type who feels inhibited to make an opening, then do not worry. I was advised by one of my mentors to just listen and not worry about talking and enjoy being there. If you listen and observe intently you will find yourself talking soon. Your focus on the interactions and not on your perceived ability, does the trick. Try it a couple of times and see for yourself.<\/p>\n\n\n\n
Lastly, for anything to succeed one has to have the desire, then comes the effort and discipline for achieving it. A small progress or a step with positive result, is the best encouragement for you to strive towards your goals. Do ponder on your actions and results to stay focused on continuing to do this.<\/p>\n\n\n\n
One related question I hear from many of my coachees is \"visibility\" within the organization. More on that in a later post.<\/p>\n","post_title":"Networking - when and how to begin?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"networking-when-and-how-to-begin","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:58","post_modified_gmt":"2024-01-29 14:50:58","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1521","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1517,"post_author":"30","post_date":"2014-10-29 09:30:26","post_date_gmt":"2014-10-29 04:00:26","post_content":"\n
$\"sell-it\"$ <\/a><\/figure>\n\n\n\n
As a child, I used to come up with various ideas for almost anything, and ask for Rs. 1000\/- per idea. Being a child, nobody would want to pay money, that too a thousand Rupees \u2013 but, I would get something else as an appreciation for my efforts. A toffee, a cone ice cream etc.<\/p>\n\n\n\n
Further on, when I used to be active in small groups, selling was more of ideas and to get the team to converge on something, that the group can take as an action.<\/p>\n\n\n\n
As a team leader, I needed to sell the vision of the project to the team, to get everybody\u2019s buy in.<\/p>\n\n\n\n
More recently, I have been in contact with many aspiring and active entrepreneurs. Selling is something that they do with every breath.<\/p>\n\n\n\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 10 of 12 Previous 1 … 9 10 11 12 Next

\n
Next, when the stated organizational position is absolute performance, but then an organization thru unwritten action pushes the manager to necessarily fit a bell curve \u2013 it creates invisible chaos. I have noticed many a manager then succumbs to the pressure, because after all his\/ her own rating would be at stake if the unwritten expectation is not acted upon. Later when briefing the team there\u2019s a disconnect when the team member questions the ranking. The manager cannot explicitly state he did not stick to the organization philosophy and neither state he succumbed to the chain of command\u2019s unwritten message.<\/p>\n\n\n\n
Or when in an absolute performance system, there\u2019s an initial euphoria \u2013 with everyone knowing that they probably bettered the stated expectation. However if the organization has not outperformed \u2013 the limited goodies that come along now get split more evenly with more people. So does it now lead employees to believe that the good grading is a placebo. Should the organization have been more diligent in the level of the target being set early on in the game? Will it now start making the team not worry about the grading and encourage mediocrity?<\/p>\n\n\n\n
In addition to all these, not every thing we do is easily measurable, much less comparable. So the objectivity of the manager is already subject to his\/ her pre-existing perspective. So, can the manager ensure that it does not cloud the appraisal process?<\/p>\n\n\n\n
In Conclusion<\/strong><\/p>\n\n\n\n
In conclusion, I would say that if the true strategy of the organization and its execution is aligned and well stated, it will make any system work reasonably well. Or not doing that every system will create only a set of issues.<\/p>\n\n\n\n
Personally, I would like to see a system where the organization decentralizes this decision at the level at which people can make the decisions on allocation of budgets, career moves, promotions, hiring and firing \u2013 which in many ways are the outcome of this process. The closer you bring this to the place of action, the better aligned it will be to the needs of the team. The process of allocation from the corporate to these groups itself, should also be made clear up-front. That to me is true empowerment. That to me will show the ability of the corporate to create a self-managing organization.<\/p>\n\n\n\n
What\u2019s your thought? Do you think these systems can be fairly built or is it a mirage? If yes, how do you do it? If you think it\u2019s a mirage, then how do you lead in today\u2019s knowledge industry?<\/p>\n\n\n\n
<\/p>\n","post_title":"Performance Appraisal : Bell Curve or Absolute Performance - What's good?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"performance-appraisal-bell-curve-or-absolute-performancewhats-good","to_ping":"","pinged":"","post_modified":"2024-09-23 20:14:40","post_modified_gmt":"2024-09-23 14:44:40","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3391","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3510,"post_author":"26","post_date":"2015-06-12 13:52:40","post_date_gmt":"2015-06-12 08:22:40","post_content":"\n
$\"Cryptic$ <\/a>
Cryptic daily stand up<\/figcaption><\/figure>\n\n\n\n
The Daily Scrum is one ceremony that the teams following Scrum adopt quickly. There are some hiccups initially, which are sorted out, often with inputs from the coach\/guide. The ceremony is on time and at fixed time, occurs even if Scrum Master is not present, team members unable to attend do call in or provide an email update. Good going!<\/p>\n\n\n\n
Now slowly things change and either the updates become cryptic or verbose. After observing many teams go through this, what comes to my mind is a famous rhetorical question on delays in projects:<\/p>\n\n\n\n
Q: How does a project get delayed by a month?<\/em><\/p>\n\n\n\n
A: One day at a time.<\/em><\/p>\n\n\n\n
Now why am I quoting this here? Because something similar happens. The updates go towards cryptic or verbose as one person goes in that direction and that is not observed\/ corrected. The Scrum Master has a key role in ensuring that the scrum process is followed, he has to be alert to this.<\/p>\n\n\n\n
Here is a typical scenario:<\/p>\n\n\n\n
Mohan is working on a task TKS-210 and has had a bit of a struggle with it. His update in the daily scrum is:<\/p>\n\n\n\n
I was working on TKSK-210, will continue, no impediments. (Sigh.)<\/p>\n\n\n\n
This is accepted, i.e., no one asks any questions, maybe the team members understand the status.<\/p>\n\n\n\n
The next day update too is similar. Now it is likely that couple more team members shift to this style of update. There is an innate, unconscious tendency in humans to mimic, imitate or follow other people, which surfaces time to time. Very soon all updates become similar.<\/p>\n\n\n\n
The ideal update would include some information on -
How much work is done?
When the work is expected to complete?
If completing soon, the team member will certainly state what task he is planning to pick up next.<\/p>\n\n\n\n
Is it quite possible that the thinking on \u201cwhat next\u201d will not happen in the minds, and that is not good. There is a possibility that \u201cI will continue...\u201d kind of update will result in the person continue on task and not take up another, even if it were possible, as words said aloud influence thoughts\/thinking.<\/p>\n\n\n\n
So the Scrum Master and the team has to be alert to how the updates are provided. They can always ask questions to elicit relevant information.<\/p>\n\n\n\n
One practice that will help - is the updating of remaining hours on the task. This if done regularly, will surface in the Daily Scrum and result in update being more specific. If the remaining hours on a task is a fraction of the day, it prompts the team member to the \u201cwhat next\u201d thinking, and share the same.<\/p>\n\n\n\n
Do you have any similar experiences? Would like to hear them as well as your views.<\/p>\n","post_title":"Keeping Daily Scrum focused...","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"keeping-daily-scrum-focused","to_ping":"","pinged":"","post_modified":"2024-01-29 14:49:32","post_modified_gmt":"2024-01-29 14:49:32","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3510","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3343,"post_author":"26","post_date":"2015-05-15 09:38:10","post_date_gmt":"2015-05-15 04:08:10","post_content":"\n
As a coach, a recurring situation one faces, towards the end of the first sprint after the coaching has started, is the push and shove to the retrospective. After seemingly making the team understand that two key aspect of Agile Scrum are to surface the problems at the earliest<\/strong> and avoiding any kind of waste<\/strong>. I naively expected that the team will be eager to do the retrospective, but wiser now.<\/p>\n\n\n\n
$\"lookingback\"$ <\/figure>\n\n\n\n
<\/p>\n\n\n\n
The team will be scrambling to wrap up the work and close all stories to meet the sprint commitment made, the sprint will be kept open till the the very end and at times a few hours into the next sprint. The Sprint Planning for next sprint has to start, the Sprint Review needs to happen for stories to be closed, where is the time for retrospective? Can it be done next time?<\/p>\n\n\n\n
At times they combine Retrospective and Sprint Planning, which results in speeding through the retrospective and getting quickly into the planning. Add to this the different locations and time zones of the PO and Scrum Team. The retrospective at times is scheduled after Sprint Planning, which is anyway better than not having it at all.<\/p>\n\n\n\n
So here is how it goes, the three questions are asked, inputs collated and a mail sent to all stakeholders and the collated inputs made available in a common area. Very less focus on listening to each other and trying to resolve issues.<\/p>\n\n\n\n
The way I deal with this is that I share with the Scrum Master and team on how an ideal Retrospective should proceed and leave it to them to get close to it:
- Use post-its to capture what went well, stick on board, have one of team read all of it. Clarify any point that is not clear,
- Same for what did not go well,
- Same for what they would start to do,
- At this juncture prioritize the start to do\/action items and brainstorm, starting from top till the time runs out.<\/p>\n\n\n\n
This has worked well, teams typically identify one to three items and come up with reasonable details for implementing them. If required I remind them of these mid sprint, some steps are taken and progress made, this helps in them getting into the habit of doing retrospectives regularly.<\/p>\n\n\n\n
One more point to note is that a problem that seems \u201ca way of life\u201d, at end of first sprint may get some solutions, in the subsequent sprint. My reading of this is that the problem when noted first is annoying and frustrating, team is mentally tired to work on it. But when the same problem surfaces again, they are able to come up with a solution, as the frustration is vented in past.<\/p>\n\n\n\n
Let me share one example. This is to do with a scarce DBA resource causing stories to be re-opened due to delayed inputs\/review. At the end of first sprint they made note of this issue and came out strongly on \u201cthis how it is going to be\u201d, \u201cwe have escalated enough already in past\u201d. The issue surfaced again in next sprint, as it was discussed before, the emotions were in check. One of team suggested that we use the grooming pattern, i.e., plan\/do in advance. They figured out a way to deal with it.<\/p>\n\n\n\n
Another oft repeating issue is the frustration of not being able to close a story, because just the show and tell (demo) could not happen, or a build and test in correct environment was not completed due to big queue in CM. The team argues for closing the story, they feel that they are loosing story points for no fault of theirs. Here as a coach, one has to reinforce the concept of \u201cDone\u201d and revisit the concept of \u201cVelocity\u201d.<\/p>\n","post_title":"Initial coaching interventions for Retrospectives","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"initial-coaching-interventions-for-retrospectives","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:04","post_modified_gmt":"2024-01-29 14:50:04","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3343","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3339,"post_author":"26","post_date":"2015-04-11 09:33:55","post_date_gmt":"2015-04-11 04:03:55","post_content":"\n
Teams new to Scrum have a product backlog. The backlog will be groomed to some degree, typically have clarity for up to one to two sprints. The priority will be clear, with fair amount of detail on the requirements. The estimates may be present, it could be story points or a masked form of an effort estimate.<\/p>\n\n\n\n
The Product Owner (PO), who is not co-located in most of the teams will participate in Sprint Planning and along with the Scrum Master and team pick a set of stories to be done in the Sprint. After this the team jumps into doing the work. Detailed Sprint Planning is given a miss as PO will not be available for the entire duration and the team reluctant to do task based estimate for variety of reasons, if they do it is done by a few senior members of the team.<\/p>\n\n\n\n
This is where the first intervention from coach is needed, coax them to do detailed planning i.e., break down the stories into tasks and corresponding effort estimates. Insist that the entire team be involved and ensure that they balance the work they are taking up with the capacity the team has. Here is where they get to see one of the characteristics of Scrum \u2013 uncovering the problems at the earliest, and as a coach one should ensure that they become aware of it.<\/p>\n\n\n\n
$\"Sprint_Plan_1\"$ <\/figure>\n\n\n\n
Few things they discover:
- there may not be enough Analysis\/Dev\/DBA\/QA capacity in the team
- some of the team may not be fully utilized
- as they break down stories to tasks they realize that some stories cannot be completed, due to external dependencies, that is unlikely to be fulfilled.
- they may require more information from the PO.
- lastly the entire team gains an understanding what is planned to be accomplished.<\/p>\n\n\n\n
And it is interesting to see how they work around this:
- make use of team members not fully utilized to accomplish some of the tasks.
- the above at times involves redistributing the work, so that team members volunteering outside their domain, can take up relatively simpler tasks.
- go back to PO\/stakeholders and try to get the dependencies resolved or pick another story, this one requires a push from coach.
- get clarity on requirements from PO, this has to happen the next day.
- re-adjust the sprint backlog taking the above into account.<\/p>\n\n\n\n
$\"Sprint_Plan_2\"$ <\/figure>\n\n\n\n
At times guidelines are adhered to, planning sessions is time-boxed, they assume that all planning needs to happen in one sitting. Here is where, as a coach, one has to make them see the \"why\" behind a particular step, \"what\" outcome is desired? The outcome of having a proper Sprint Plan is more important than accomplishing it a single time-boxed session.<\/p>\n\n\n\n
As they complete this they realize that in past sprints, they grappled with these issues, towards the end of the sprint. Now they have ample time to cope with it \u2013 the benefit of Scrum uncovering problems earlier is leveraged.<\/p>\n\n\n\n
There is reluctance to do task effort estimates. In the traditional planning task estimates are done for entire project even with some requirements not being clear. This would have resulted in lot of waste, this coupled with notion that agile means no planning is the major cause of the reluctance. As a coach, one needs to highlight that there is better clarity on requirements and it is being done for just a sprint, so there is no waste. The reluctance is also due to lack of understanding of the difference between story point, size and effort estimates, this needs to be addressed.<\/p>\n\n\n\n
At this juncture the team is ready to make and take on the commitment with higher confidence. You can see the related blog on retrospectives.<\/p>\n","post_title":"Initial coaching interventions for Sprint Planning","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"initial-coaching-interventions-for-sprint-planning","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:24","post_modified_gmt":"2024-01-29 14:50:24","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3339","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1519,"post_author":"33","post_date":"2014-11-09 12:15:54","post_date_gmt":"2014-11-09 06:45:54","post_content":"\n
$\"\"\/$ <\/figure>\n\n\n\n
  <\/p>\n\n\n\n
Leaders have only two jobs:<\/p>\n\n\n\n
1) Getting work done<\/p>\n\n\n\n
2) Growing the people<\/p>\n\n\n\n
Coaching as a leadership\/management style achieves both.<\/p>\n\n\n\n
With Command & Control approach, managers may get the work done in the short term, by force. But that might have negative impacts on the team in terms of :<\/p>\n\n\n\n
- Lack of ownership<\/p>\n\n\n\n
- Low motivation<\/p>\n\n\n\n
- Poor quality output<\/p>\n\n\n\n
- Low productivity<\/p>\n\n\n\n
- Missed schedules etc.<\/p>\n\n\n\n
Command & Control might also impact development of team members negatively. Teams might wait for manager to give instruction. They might hesitate to take initiative as it might get overruled by the manager. They might stop thinking new & innovative ideas as the manager will always tell them what to do.<\/p>\n\n\n\n
On the other hand, with Coaching as the leadership style, managers will empower the team members to come out with new ideas, solutions and encourage them to implement them. They will help the team members to discover their strengths by asking questions & challenging them. This builds motivation and ownership in the team members.<\/p>\n\n\n\n
Having said that, there are situations where Managers need to use command & control approaches. For example, in a fire fighting situation where extremely quick response in needed. There will be a need for different approaches for different team members \u2013 someone may need more directive input & constant oversight and someone may need a lot of freedom.<\/p>\n\n\n\n
A good leader is one who has high self awareness, self-regulation, self-motivation and empathy through which he\/she can sense and respond differently, in a conscious way, to different situations & different people.<\/p>\n\n\n\n
However, to be a good Leader, coaching way of management style should be the most natural approach and command & control should be the exception.<\/p>\n","post_title":"Coaching vs Command & Control style of Management","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"coaching-vs-command-control-style-of-management","to_ping":"","pinged":"","post_modified":"2024-01-29 15:34:20","post_modified_gmt":"2024-01-29 15:34:20","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1519","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1456,"post_author":"31","post_date":"2014-11-09 12:15:37","post_date_gmt":"2014-11-09 06:45:37","post_content":"\n
In an earlier article \u201cJourney of a coach \u2013 theory & practice (Part I)<\/a>, we introduced the \u201ccircles of influence\u201d which form the context (see diagram below) for coaching process.<\/p>\n\n\n\n
$\"image\"$ <\/a> The circles in the diagram above have a significant bearing on coaching effectiveness and need to be addressed by the coach using the theory of coaching (such as Whitmore\u2019s book on \u201cCoaching for Performance\u201d). In the case of some circles, the theory may \u201cend\u201d at some point and the coach will have \u201cinterpret\u201d and \u201cextend\u201d it for the specific coachee situation at hand.<\/p>\n\n\n\n
We covered the following in Part I of this article:<\/p>\n\n\n\n
\u00b7 Circle #1: Are all situations \u201ccoaching situations\u201d?<\/p>\n\n\n\n
\u00b7 Circle #2: Are people always receptive to coaching?<\/p>\n\n\n\n
In this Part II, we will cover the two remaining circles.<\/p>\n\n\n\n
Circle #3: Are coaches sometimes helpless?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
Circle #3 above regarding \u201cbeliefs, perceptions and personal circumstances\u201d can actually be quite a hard shell hindering coaching progress. But it is often an invisible hard shell because people will share only so much of their innermost beliefs and personal circumstances even though they are impacting their work performance. Coaches make chance discoveries of this shell in the Reality check part (that is, the current state of affairs that needs to improve to meet the Goal) of the Goal-Reality-Options-Will (GROW) model of Whitmore. Here are examples:<\/p>\n\n\n\n
\u00b7 A coachee once candidly admitted that he was himself the reason for his declining performance at work. The reason was that his family was going through his sister\u2019s painful divorce in the US and her life coming back to India. He just could not go about work as usual<\/p>\n\n\n\n
\u00b7 A second coachee had a lot of issues with his manager. He felt that the manager\u2019s lack of domain knowledge resulted in his not realizing & recognizing the value of the coachee\u2019s work. In addition, the coachee seemed to indicate that lack of recognition of his work had to do with his belonging to a minority religious community in India<\/p>\n\n\n\n
\u00b7 Yet another coachee told my colleague (also a Performance Coach) that her problems arose because her boss was an inveterate woman-hater<\/p>\n\n\n\n
These are situations of tight-rope walking for a performance coach! In situations of personal crisis, the coach may only help by sympathetic and patient listening. This may help the coachee more than one would think \u2013 just getting the problem \u201coff his chest\u201d often helps and relieves stress. Being less stressed, he may be able to come to grips with his personal predicament and deal with it better. However, coachee\u2019s entrenched beliefs on, say, religion and gender can be very challenging for the coach to deal with. Some deep-rooted beliefs may indicate pathology needing help from a trained therapist \u2013 far beyond the scope of performance coaching and the ability of the coach.<\/p>\n\n\n\n
Circle #4: Is the coachee\u2019s work environment conducive?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The last circle of influence is the coachee\u2019s work. Sometimes, people have told me that they are \u201cstuck\u201d in positions \u2013 say, \u201croutine\u201d software bug fixing and maintenance where there is really no scope for \u201clearning, enjoyment and fulfillment\u201d (you may like to read My Team is not motivated!!!<\/a> by my colleague Prasanna Moses on this). Most of us would agree that there is far less drudgery at work in today\u2019s knowledge-centric world than even just 30 years ago. We would also agree that there is no such thing as 100% \u201csexy\u201d work (unless of course, you are doing breakthrough work of your calling \u2013 say, in quantum computing). So, when coachees complain about their current work\/role and the lack of sexiness thereof, I ask them questions about what makes it boring, what they can do about it and so on \u2013 hopefully making them better aware of interesting possibilities in what they were doing. In some cases, people have hinted to me that they are considering quitting their \u201cboring\u201d job and looking for a reaction. Under such circumstances, to be fair to the coachee and to the coachee\u2019s employer (who is paying my fees!), I would say the best option is to ask the coachee questions exploring his rationale for leaving (without being judgmental on whether it is right or wrong) \u2013 like what does he think leaving the job will achieve, how will it get him closer to his goals, how is he sure that the same problems would not repeat themselves in the new organization and so on. The ultimate decision should be the coachee\u2019s based on introspection triggered by your questions. He may still choose to quit \u2013 but that is another matter! As far as you are concerned as a coach, you have played it fair & square. It is not unthinkable that you as the coach may actually agree with his rationale for seeking another job!<\/p>\n\n\n\n
A related aspect is also the organizational environment in which the coachee works \u2013 over & above his immediate work\/role discussed above. In sports coaching, the strong individual motivation is a given and the coachee has a great deal of control over what he can and cannot do to enhance his performance. The circumstances for software project managers are different. Their GROW model is in the context of an organization with its culture, policies, processes and so on. As a coach, I have encountered some real challenges here \u2013 the Project Manager may be aspiring to do something of value in his project but his line management and work environment may not be supportive. Some organizational policies can be insensitive to people and even draconian. In one software development organization, if project team members logged in less than 40 hours per week of approved work, there would be automatic cuts in their pay while the significant additional work needed at other times went scarcely noticed! How can one be expected to learn and enjoy their work in such an environment? In such cases, we do bring it up with the line management for addressing them and offer our help as well. To be honest, it worked sometimes and it did not in as many cases.<\/p>\n\n\n\n
In summary, as a practicing coach, you are bound to run into situations like the ones above which make you stop and ponder as to what extent theory can lead practice! You may need to introspect and think of newer ways of extending \u201ctheory\u201d or just use good old common sense and move on! At PM Power, we have the coaches\u2019 conclave where these situations are discussed to see how best to help the coachee considering all the circles of influence. It has significantly helped our coaches in specific situations and in honing their coaching skills in general.<\/p>\n\n\n\n
We invite you to share your coaching experiences (as a coach or a coachee) and we would be happy to share our perspectives which may be of help. You may reach us at info@pm-powerconsulting.com.<\/p>\n","post_title":"Journey of a coach - theory & practice (Part II)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-ii","to_ping":"","pinged":"","post_modified":"2024-01-29 10:54:32","post_modified_gmt":"2024-01-29 10:54:32","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1456","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1514,"post_author":"31","post_date":"2014-11-02 12:24:22","post_date_gmt":"2014-11-02 06:54:22","post_content":"\n
A speaker finishes a great speech \u2013 at least, HE thinks it is great! He then asks, \u201cAny questions?\u201d What does he expect? If I were him, I would expect the audience to demonstrate a level of understanding of what the speech was all about and ask meaningful questions - clarifying the ground covered and even extending from there.<\/p>\n\n\n\n
These are situations where one actually wants to be questioned to get a sense a satisfaction that the effort (the speech, in this case) has been worthwhile. But there are other situations where being questioned has a very negative connotation. It implies questioning the ability of the person being questioned or the work that he has done.<\/p>\n\n\n\n
The important thing is that the intent of questioning should be to seek understanding rather than putting down someone. Hence, even the tone of questioning is very important. Consider the difference between, \u201cWhy did you do THAT?\u201d and \u201cWhat are your reasons for doing THAT?\u201d<\/p>\n\n\n\n
The tone of the former question is judgmental while the same question asked differently demonstrates an openness and a neutral tone. The tone is important because it can either put people off & make them defensive or it can make them relaxed and explain their rationale for an idea or a course of action.<\/p>\n\n\n\n
From the above, it follows that there is a big difference between \u201cquestioning\u201d and \u201casking questions\u201d.<\/p>\n\n\n\n
$\"image\"$ <\/figure>\n\n\n\n
In the work context, a manager who adopts an approach of \u201casking questions\u201d enables an environment where his reportees apply their mind to the situation at hand and exercise their best judgment on the right course of action.<\/p>\n\n\n\n
The manager can use questions to expand the reportee\u2019s thinking and make him aware of aspects he may not have thought of (instead of just instructing him what to do).<\/p>\n\n\n\n
Hence asking questions contributes to the reportee\u2019s overall development and ability to deal with situations with minimal oversight. Equally important, it enables greater responsibility on the part of the reportee so that the implementation aspects of his suggestions are fully owned by him.<\/p>\n\n\n\n
Through this, the manager\u2019s time is also freed up from routine oversight functions to take up important but not urgent tasks.<\/p>\n\n\n\n
In a highly dynamic world, the approach of \u201casking questions\u201d is not just \u201ca nice to have\u201d but an imperative to empower people and ensure that the organization as a whole responds fast to changes in the environment.<\/p>\n\n\n\n
\u201cAsking questions\u201d is an essential part of the tool set of a coach who may be the line manager himself. You consciously adopt the approach for improving the \u201cawareness\u201d of the coachee and therefore, open his mind to his perceptions & other possibilities and take \u201cresponsibility\u201d for the options for actions that he chooses.<\/p>\n\n\n\n
Finally, adopting the approach of \u201casking questions\u201d needs a complementing skill which is ACTIVE listening. A coach cannot sustain a session of asking questions without actually listening well, understanding and re-phrasing of what the coachee says.<\/p>\n\n\n\n
As with most things in life, practice makes perfect \u2013 it takes time and experience to hone the approach of asking questions and the skill of active listening. But they can indeed be developed for individual and organizational benefit. The time to start is NOW!<\/p>\n","post_title":"Questioning and Asking Questions - what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"questioning-and-asking-questions-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:02","post_modified_gmt":"2024-01-29 10:55:02","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1514","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1448,"post_author":"31","post_date":"2014-11-02 06:59:09","post_date_gmt":"2014-11-02 01:29:09","post_content":"\n
This article is part of the series on \u201cJourney of a coach\u201d covering my experiences as a performance coach. You may have the read an earlier article in the series on \u201cJourney of a coach \u2013 the beginning\u201d<\/a>. The journey continues here...<\/p>\n\n\n\n
Yogi Berra, New York Yankees baseball player (arguably the best catcher of all time) said, \u201cIn theory, there is no difference between theory & practice. But in practice, there is!\u201d So, this article is about the theory & practice of coaching for performance \u2013 not baseball players but people managing software projects.<\/p>\n\n\n\n
In my context, the \u201ctheory\u201d was mostly \u201cCoaching for Performance\u201d by John Whitmore (by the way, there is another article of mine on Whitmore<\/a> if you are interested). The \u201cpractice\u201d was, of course, my actual experiences over the years.<\/p>\n\n\n\n
A caveat \u2013 I am not here to debunk theory and hail practice - as a cardiac surgeon might! I have a great deal of respect for Whitmore\u2019s book on Coaching for Performance. The book provided a solid reference and a practical guide for my work as a coach all these years.<\/p>\n\n\n\n
However, I do have my own \u201cinterpretations\u201d and \u201cextensions\u201d of the theory in actual practice which I wish to share. I will use the diagram below which shows the context for coaching.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
You can see the \u201ccircles of influence\u201d around the coachee which would have a bearing on coaching and its effectiveness. We will cover each of these circles with examples. Note that the coach\u2019s experience, beliefs and perceptions are also significant in the context in addition to his skills for coaching.<\/p>\n\n\n\n
Circle #1: Are all situations \u201ccoaching situations\u201d?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The first circle of influence is the coaching situation faced by the coachee at work. For example, it could be that he is recently promoted and finds gaining acceptance in his team a challenge.<\/p>\n\n\n\n
The question is whether all such work situations are amenable for coaching - whether you are the manager of the coachee or an external coach. If you follow the \u201ctheory\u201d (that is Whitmore), a coaching style can become the default management style of the entire organization for all occasions.<\/p>\n\n\n\n
In other words, all manager-reportee interactions can naturally follow the coaching style \u2013 the manager following the sequence of helping his reportee to identify the goal he is seeking to achieve, assess the current state of affairs, consider the available options to achieve the goal and making the commitment-making to make it happen.<\/p>\n\n\n\n
That is all very well, but what if you are a commando fighting a guerrilla war in a jungle and see a metal tube from the foliage pointing at you. Your commander (\u201cmanager\u201d) is not going to coach you through the situation, is he?<\/p>\n\n\n\n
There are also other equivalent (but less extreme) situations at work when time is of essence and all that the coachee needs is information or simple direction (like for example, how to balance staff loading in a project schedule).<\/p>\n\n\n\n
So, my interpretation of theory is that there is better pay-off of coaching in some situations than others. However, there are many, many work situations wherein the quality of work<\/b> or results<\/b> is very important, the learning<\/b> for the coachee very important and it is not an emergency<\/b>. Coaching is very relevant in those cases.<\/p>\n\n\n\n
Circle #2: Are people always receptive to coaching?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The next circle of influence is relating to how receptive people are to coaching even if their work situation was amenable for it.<\/p>\n\n\n\n
Are they motivated enough to become more aware<\/b> and take responsibility<\/b> by themselves and not just because their employer has enrolled them in a training & coaching program?<\/p>\n\n\n\n
Maslow\u2019s theory is that motivation is linked to the stage an individual is at in a hierarchy of needs (see diagram below from Whitmore\u2019s Coaching for Performance). Note that Whitmore has split Maslow\u2019s Esteem stage into two \u2013 Esteem from others and Self-esteem.<\/p>\n\n\n\n
At the stage of Esteem from others, one is looking \u201cexternal\u201d recognition and prestige as motivators. At the stage of Self-esteem, external motivators tend to become less important. More important is the need to make a difference and being empowered to do so enhancing self-esteem. This self-esteem stage is where coaching makes the biggest impact for personal growth.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
Source: Coaching for Performance by John Whitmore<\/i><\/p>\n\n\n\n
There are a few more \u201ccircles\u201d to cover which we will in Part II of the article.<\/p>\n\n\n\n
Till then...<\/p>\n","post_title":"Journey of a coach - theory & practice (Part I)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-i","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:34","post_modified_gmt":"2024-01-29 10:55:34","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1521,"post_author":"26","post_date":"2014-10-30 10:57:02","post_date_gmt":"2014-10-30 05:27:02","post_content":"\n
$\"Network_whenhow2\"$ <\/a><\/figure>\n\n\n\n
One is never without a network and if you are reading this - it may be more to know how to grow it and\/or to overcome obstacles, often due to one's level comfort with so called \"networking\".<\/p>\n\n\n\n
If you look at how you:<\/p>\n\n\n\n
\n
got the opportunity to work in your current position<\/li>\n\n\n\n
got into your college\/school<\/li>\n\n\n\n
got your house on rent or bought your apartment<\/li>\n<\/ul>\n\n\n\n
you will see that a network - formal, informal or virtual (internet based) was at play.<\/p>\n\n\n\n
I will focus on growing your professional network and a few simple steps for it and not delve into specifics of social media, as all of you would be familiar with it.<\/p>\n\n\n\n
First, start with your existing network - which will be your current and past colleagues, your college and school alumni, friends and family. See that you stay in touch with them, by meeting them up or electronically, if you are not in touch start right away. Sending greetings for important occasions, festivals and events is a good way to start. Make it a point to call a few of them over the commute\/ weekends and work on the complete list slowly and steadily, start at top the list again once you complete it.<\/p>\n\n\n\n
What if you need to ask for a reference or a favor from a person with whom you are not in regular touch. The best way to is to be honest, there is no point in coming up with a phony reason to get in touch with them and ask for what you want. Your honesty will be appreciated, after that do thank them and make an effort to stay in touch with them. See that your nurture this set of contacts where you have already made a start.<\/p>\n\n\n\n
Once, when I was looking out for a job using my network, I made it a point to call and thank all those who forwarded my resume to their contacts and I sent a book as a gift to thank all those contacts whose help took me to the interview stage. I did it without any motive and what amazed me was the warmth from these contacts in all my future interactions.<\/p>\n\n\n\n
Second area to focus on are the professional events - there will be events where your technical or managerial domain will be the focus. You may be sponsored\/encouraged by your organizations to attend them, do not let is pass citing an excuse of being busy. Do make time to attend a few of them. If you find that you do not have this opportunity then see that you find such events and enroll yourself.<\/p>\n\n\n\n
In my experience these events certainly help you make a few contacts, you will always find a few persons whom you will find interesting and knowledgeable and connect effortlessly. The key is to nurture this - see that you follow-up with a mail and\/or a call.<\/p>\n\n\n\n
If you are the type who feels inhibited to make an opening, then do not worry. I was advised by one of my mentors to just listen and not worry about talking and enjoy being there. If you listen and observe intently you will find yourself talking soon. Your focus on the interactions and not on your perceived ability, does the trick. Try it a couple of times and see for yourself.<\/p>\n\n\n\n
Lastly, for anything to succeed one has to have the desire, then comes the effort and discipline for achieving it. A small progress or a step with positive result, is the best encouragement for you to strive towards your goals. Do ponder on your actions and results to stay focused on continuing to do this.<\/p>\n\n\n\n
One related question I hear from many of my coachees is \"visibility\" within the organization. More on that in a later post.<\/p>\n","post_title":"Networking - when and how to begin?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"networking-when-and-how-to-begin","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:58","post_modified_gmt":"2024-01-29 14:50:58","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1521","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1517,"post_author":"30","post_date":"2014-10-29 09:30:26","post_date_gmt":"2014-10-29 04:00:26","post_content":"\n
$\"sell-it\"$ <\/a><\/figure>\n\n\n\n
As a child, I used to come up with various ideas for almost anything, and ask for Rs. 1000\/- per idea. Being a child, nobody would want to pay money, that too a thousand Rupees \u2013 but, I would get something else as an appreciation for my efforts. A toffee, a cone ice cream etc.<\/p>\n\n\n\n
Further on, when I used to be active in small groups, selling was more of ideas and to get the team to converge on something, that the group can take as an action.<\/p>\n\n\n\n
As a team leader, I needed to sell the vision of the project to the team, to get everybody\u2019s buy in.<\/p>\n\n\n\n
More recently, I have been in contact with many aspiring and active entrepreneurs. Selling is something that they do with every breath.<\/p>\n\n\n\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 10 of 12 Previous 1 … 9 10 11 12 Next

\n
First, I have seen that when I as a manager have not been giving regular feedback through the year, and helping with the development plan of my team member, I run into a problem at the end of the year. The appraisals look more like reprisals to the employee \u2013 because if they had appropriate feedback, they could have taken necessary pro-active steps to ensure their success and eventually the organization success.<\/p>\n\n\n\n
Next, when the stated organizational position is absolute performance, but then an organization thru unwritten action pushes the manager to necessarily fit a bell curve \u2013 it creates invisible chaos. I have noticed many a manager then succumbs to the pressure, because after all his\/ her own rating would be at stake if the unwritten expectation is not acted upon. Later when briefing the team there\u2019s a disconnect when the team member questions the ranking. The manager cannot explicitly state he did not stick to the organization philosophy and neither state he succumbed to the chain of command\u2019s unwritten message.<\/p>\n\n\n\n
Or when in an absolute performance system, there\u2019s an initial euphoria \u2013 with everyone knowing that they probably bettered the stated expectation. However if the organization has not outperformed \u2013 the limited goodies that come along now get split more evenly with more people. So does it now lead employees to believe that the good grading is a placebo. Should the organization have been more diligent in the level of the target being set early on in the game? Will it now start making the team not worry about the grading and encourage mediocrity?<\/p>\n\n\n\n
In addition to all these, not every thing we do is easily measurable, much less comparable. So the objectivity of the manager is already subject to his\/ her pre-existing perspective. So, can the manager ensure that it does not cloud the appraisal process?<\/p>\n\n\n\n
In Conclusion<\/strong><\/p>\n\n\n\n
In conclusion, I would say that if the true strategy of the organization and its execution is aligned and well stated, it will make any system work reasonably well. Or not doing that every system will create only a set of issues.<\/p>\n\n\n\n
Personally, I would like to see a system where the organization decentralizes this decision at the level at which people can make the decisions on allocation of budgets, career moves, promotions, hiring and firing \u2013 which in many ways are the outcome of this process. The closer you bring this to the place of action, the better aligned it will be to the needs of the team. The process of allocation from the corporate to these groups itself, should also be made clear up-front. That to me is true empowerment. That to me will show the ability of the corporate to create a self-managing organization.<\/p>\n\n\n\n
What\u2019s your thought? Do you think these systems can be fairly built or is it a mirage? If yes, how do you do it? If you think it\u2019s a mirage, then how do you lead in today\u2019s knowledge industry?<\/p>\n\n\n\n
<\/p>\n","post_title":"Performance Appraisal : Bell Curve or Absolute Performance - What's good?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"performance-appraisal-bell-curve-or-absolute-performancewhats-good","to_ping":"","pinged":"","post_modified":"2024-09-23 20:14:40","post_modified_gmt":"2024-09-23 14:44:40","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3391","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3510,"post_author":"26","post_date":"2015-06-12 13:52:40","post_date_gmt":"2015-06-12 08:22:40","post_content":"\n
$\"Cryptic$ <\/a>
Cryptic daily stand up<\/figcaption><\/figure>\n\n\n\n
The Daily Scrum is one ceremony that the teams following Scrum adopt quickly. There are some hiccups initially, which are sorted out, often with inputs from the coach\/guide. The ceremony is on time and at fixed time, occurs even if Scrum Master is not present, team members unable to attend do call in or provide an email update. Good going!<\/p>\n\n\n\n
Now slowly things change and either the updates become cryptic or verbose. After observing many teams go through this, what comes to my mind is a famous rhetorical question on delays in projects:<\/p>\n\n\n\n
Q: How does a project get delayed by a month?<\/em><\/p>\n\n\n\n
A: One day at a time.<\/em><\/p>\n\n\n\n
Now why am I quoting this here? Because something similar happens. The updates go towards cryptic or verbose as one person goes in that direction and that is not observed\/ corrected. The Scrum Master has a key role in ensuring that the scrum process is followed, he has to be alert to this.<\/p>\n\n\n\n
Here is a typical scenario:<\/p>\n\n\n\n
Mohan is working on a task TKS-210 and has had a bit of a struggle with it. His update in the daily scrum is:<\/p>\n\n\n\n
I was working on TKSK-210, will continue, no impediments. (Sigh.)<\/p>\n\n\n\n
This is accepted, i.e., no one asks any questions, maybe the team members understand the status.<\/p>\n\n\n\n
The next day update too is similar. Now it is likely that couple more team members shift to this style of update. There is an innate, unconscious tendency in humans to mimic, imitate or follow other people, which surfaces time to time. Very soon all updates become similar.<\/p>\n\n\n\n
The ideal update would include some information on -
How much work is done?
When the work is expected to complete?
If completing soon, the team member will certainly state what task he is planning to pick up next.<\/p>\n\n\n\n
Is it quite possible that the thinking on \u201cwhat next\u201d will not happen in the minds, and that is not good. There is a possibility that \u201cI will continue...\u201d kind of update will result in the person continue on task and not take up another, even if it were possible, as words said aloud influence thoughts\/thinking.<\/p>\n\n\n\n
So the Scrum Master and the team has to be alert to how the updates are provided. They can always ask questions to elicit relevant information.<\/p>\n\n\n\n
One practice that will help - is the updating of remaining hours on the task. This if done regularly, will surface in the Daily Scrum and result in update being more specific. If the remaining hours on a task is a fraction of the day, it prompts the team member to the \u201cwhat next\u201d thinking, and share the same.<\/p>\n\n\n\n
Do you have any similar experiences? Would like to hear them as well as your views.<\/p>\n","post_title":"Keeping Daily Scrum focused...","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"keeping-daily-scrum-focused","to_ping":"","pinged":"","post_modified":"2024-01-29 14:49:32","post_modified_gmt":"2024-01-29 14:49:32","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3510","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3343,"post_author":"26","post_date":"2015-05-15 09:38:10","post_date_gmt":"2015-05-15 04:08:10","post_content":"\n
As a coach, a recurring situation one faces, towards the end of the first sprint after the coaching has started, is the push and shove to the retrospective. After seemingly making the team understand that two key aspect of Agile Scrum are to surface the problems at the earliest<\/strong> and avoiding any kind of waste<\/strong>. I naively expected that the team will be eager to do the retrospective, but wiser now.<\/p>\n\n\n\n
$\"lookingback\"$ <\/figure>\n\n\n\n
<\/p>\n\n\n\n
The team will be scrambling to wrap up the work and close all stories to meet the sprint commitment made, the sprint will be kept open till the the very end and at times a few hours into the next sprint. The Sprint Planning for next sprint has to start, the Sprint Review needs to happen for stories to be closed, where is the time for retrospective? Can it be done next time?<\/p>\n\n\n\n
At times they combine Retrospective and Sprint Planning, which results in speeding through the retrospective and getting quickly into the planning. Add to this the different locations and time zones of the PO and Scrum Team. The retrospective at times is scheduled after Sprint Planning, which is anyway better than not having it at all.<\/p>\n\n\n\n
So here is how it goes, the three questions are asked, inputs collated and a mail sent to all stakeholders and the collated inputs made available in a common area. Very less focus on listening to each other and trying to resolve issues.<\/p>\n\n\n\n
The way I deal with this is that I share with the Scrum Master and team on how an ideal Retrospective should proceed and leave it to them to get close to it:
- Use post-its to capture what went well, stick on board, have one of team read all of it. Clarify any point that is not clear,
- Same for what did not go well,
- Same for what they would start to do,
- At this juncture prioritize the start to do\/action items and brainstorm, starting from top till the time runs out.<\/p>\n\n\n\n
This has worked well, teams typically identify one to three items and come up with reasonable details for implementing them. If required I remind them of these mid sprint, some steps are taken and progress made, this helps in them getting into the habit of doing retrospectives regularly.<\/p>\n\n\n\n
One more point to note is that a problem that seems \u201ca way of life\u201d, at end of first sprint may get some solutions, in the subsequent sprint. My reading of this is that the problem when noted first is annoying and frustrating, team is mentally tired to work on it. But when the same problem surfaces again, they are able to come up with a solution, as the frustration is vented in past.<\/p>\n\n\n\n
Let me share one example. This is to do with a scarce DBA resource causing stories to be re-opened due to delayed inputs\/review. At the end of first sprint they made note of this issue and came out strongly on \u201cthis how it is going to be\u201d, \u201cwe have escalated enough already in past\u201d. The issue surfaced again in next sprint, as it was discussed before, the emotions were in check. One of team suggested that we use the grooming pattern, i.e., plan\/do in advance. They figured out a way to deal with it.<\/p>\n\n\n\n
Another oft repeating issue is the frustration of not being able to close a story, because just the show and tell (demo) could not happen, or a build and test in correct environment was not completed due to big queue in CM. The team argues for closing the story, they feel that they are loosing story points for no fault of theirs. Here as a coach, one has to reinforce the concept of \u201cDone\u201d and revisit the concept of \u201cVelocity\u201d.<\/p>\n","post_title":"Initial coaching interventions for Retrospectives","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"initial-coaching-interventions-for-retrospectives","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:04","post_modified_gmt":"2024-01-29 14:50:04","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3343","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3339,"post_author":"26","post_date":"2015-04-11 09:33:55","post_date_gmt":"2015-04-11 04:03:55","post_content":"\n
Teams new to Scrum have a product backlog. The backlog will be groomed to some degree, typically have clarity for up to one to two sprints. The priority will be clear, with fair amount of detail on the requirements. The estimates may be present, it could be story points or a masked form of an effort estimate.<\/p>\n\n\n\n
The Product Owner (PO), who is not co-located in most of the teams will participate in Sprint Planning and along with the Scrum Master and team pick a set of stories to be done in the Sprint. After this the team jumps into doing the work. Detailed Sprint Planning is given a miss as PO will not be available for the entire duration and the team reluctant to do task based estimate for variety of reasons, if they do it is done by a few senior members of the team.<\/p>\n\n\n\n
This is where the first intervention from coach is needed, coax them to do detailed planning i.e., break down the stories into tasks and corresponding effort estimates. Insist that the entire team be involved and ensure that they balance the work they are taking up with the capacity the team has. Here is where they get to see one of the characteristics of Scrum \u2013 uncovering the problems at the earliest, and as a coach one should ensure that they become aware of it.<\/p>\n\n\n\n
$\"Sprint_Plan_1\"$ <\/figure>\n\n\n\n
Few things they discover:
- there may not be enough Analysis\/Dev\/DBA\/QA capacity in the team
- some of the team may not be fully utilized
- as they break down stories to tasks they realize that some stories cannot be completed, due to external dependencies, that is unlikely to be fulfilled.
- they may require more information from the PO.
- lastly the entire team gains an understanding what is planned to be accomplished.<\/p>\n\n\n\n
And it is interesting to see how they work around this:
- make use of team members not fully utilized to accomplish some of the tasks.
- the above at times involves redistributing the work, so that team members volunteering outside their domain, can take up relatively simpler tasks.
- go back to PO\/stakeholders and try to get the dependencies resolved or pick another story, this one requires a push from coach.
- get clarity on requirements from PO, this has to happen the next day.
- re-adjust the sprint backlog taking the above into account.<\/p>\n\n\n\n
$\"Sprint_Plan_2\"$ <\/figure>\n\n\n\n
At times guidelines are adhered to, planning sessions is time-boxed, they assume that all planning needs to happen in one sitting. Here is where, as a coach, one has to make them see the \"why\" behind a particular step, \"what\" outcome is desired? The outcome of having a proper Sprint Plan is more important than accomplishing it a single time-boxed session.<\/p>\n\n\n\n
As they complete this they realize that in past sprints, they grappled with these issues, towards the end of the sprint. Now they have ample time to cope with it \u2013 the benefit of Scrum uncovering problems earlier is leveraged.<\/p>\n\n\n\n
There is reluctance to do task effort estimates. In the traditional planning task estimates are done for entire project even with some requirements not being clear. This would have resulted in lot of waste, this coupled with notion that agile means no planning is the major cause of the reluctance. As a coach, one needs to highlight that there is better clarity on requirements and it is being done for just a sprint, so there is no waste. The reluctance is also due to lack of understanding of the difference between story point, size and effort estimates, this needs to be addressed.<\/p>\n\n\n\n
At this juncture the team is ready to make and take on the commitment with higher confidence. You can see the related blog on retrospectives.<\/p>\n","post_title":"Initial coaching interventions for Sprint Planning","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"initial-coaching-interventions-for-sprint-planning","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:24","post_modified_gmt":"2024-01-29 14:50:24","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3339","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1519,"post_author":"33","post_date":"2014-11-09 12:15:54","post_date_gmt":"2014-11-09 06:45:54","post_content":"\n
$\"\"\/$ <\/figure>\n\n\n\n
  <\/p>\n\n\n\n
Leaders have only two jobs:<\/p>\n\n\n\n
1) Getting work done<\/p>\n\n\n\n
2) Growing the people<\/p>\n\n\n\n
Coaching as a leadership\/management style achieves both.<\/p>\n\n\n\n
With Command & Control approach, managers may get the work done in the short term, by force. But that might have negative impacts on the team in terms of :<\/p>\n\n\n\n
- Lack of ownership<\/p>\n\n\n\n
- Low motivation<\/p>\n\n\n\n
- Poor quality output<\/p>\n\n\n\n
- Low productivity<\/p>\n\n\n\n
- Missed schedules etc.<\/p>\n\n\n\n
Command & Control might also impact development of team members negatively. Teams might wait for manager to give instruction. They might hesitate to take initiative as it might get overruled by the manager. They might stop thinking new & innovative ideas as the manager will always tell them what to do.<\/p>\n\n\n\n
On the other hand, with Coaching as the leadership style, managers will empower the team members to come out with new ideas, solutions and encourage them to implement them. They will help the team members to discover their strengths by asking questions & challenging them. This builds motivation and ownership in the team members.<\/p>\n\n\n\n
Having said that, there are situations where Managers need to use command & control approaches. For example, in a fire fighting situation where extremely quick response in needed. There will be a need for different approaches for different team members \u2013 someone may need more directive input & constant oversight and someone may need a lot of freedom.<\/p>\n\n\n\n
A good leader is one who has high self awareness, self-regulation, self-motivation and empathy through which he\/she can sense and respond differently, in a conscious way, to different situations & different people.<\/p>\n\n\n\n
However, to be a good Leader, coaching way of management style should be the most natural approach and command & control should be the exception.<\/p>\n","post_title":"Coaching vs Command & Control style of Management","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"coaching-vs-command-control-style-of-management","to_ping":"","pinged":"","post_modified":"2024-01-29 15:34:20","post_modified_gmt":"2024-01-29 15:34:20","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1519","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1456,"post_author":"31","post_date":"2014-11-09 12:15:37","post_date_gmt":"2014-11-09 06:45:37","post_content":"\n
In an earlier article \u201cJourney of a coach \u2013 theory & practice (Part I)<\/a>, we introduced the \u201ccircles of influence\u201d which form the context (see diagram below) for coaching process.<\/p>\n\n\n\n
$\"image\"$ <\/a> The circles in the diagram above have a significant bearing on coaching effectiveness and need to be addressed by the coach using the theory of coaching (such as Whitmore\u2019s book on \u201cCoaching for Performance\u201d). In the case of some circles, the theory may \u201cend\u201d at some point and the coach will have \u201cinterpret\u201d and \u201cextend\u201d it for the specific coachee situation at hand.<\/p>\n\n\n\n
We covered the following in Part I of this article:<\/p>\n\n\n\n
\u00b7 Circle #1: Are all situations \u201ccoaching situations\u201d?<\/p>\n\n\n\n
\u00b7 Circle #2: Are people always receptive to coaching?<\/p>\n\n\n\n
In this Part II, we will cover the two remaining circles.<\/p>\n\n\n\n
Circle #3: Are coaches sometimes helpless?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
Circle #3 above regarding \u201cbeliefs, perceptions and personal circumstances\u201d can actually be quite a hard shell hindering coaching progress. But it is often an invisible hard shell because people will share only so much of their innermost beliefs and personal circumstances even though they are impacting their work performance. Coaches make chance discoveries of this shell in the Reality check part (that is, the current state of affairs that needs to improve to meet the Goal) of the Goal-Reality-Options-Will (GROW) model of Whitmore. Here are examples:<\/p>\n\n\n\n
\u00b7 A coachee once candidly admitted that he was himself the reason for his declining performance at work. The reason was that his family was going through his sister\u2019s painful divorce in the US and her life coming back to India. He just could not go about work as usual<\/p>\n\n\n\n
\u00b7 A second coachee had a lot of issues with his manager. He felt that the manager\u2019s lack of domain knowledge resulted in his not realizing & recognizing the value of the coachee\u2019s work. In addition, the coachee seemed to indicate that lack of recognition of his work had to do with his belonging to a minority religious community in India<\/p>\n\n\n\n
\u00b7 Yet another coachee told my colleague (also a Performance Coach) that her problems arose because her boss was an inveterate woman-hater<\/p>\n\n\n\n
These are situations of tight-rope walking for a performance coach! In situations of personal crisis, the coach may only help by sympathetic and patient listening. This may help the coachee more than one would think \u2013 just getting the problem \u201coff his chest\u201d often helps and relieves stress. Being less stressed, he may be able to come to grips with his personal predicament and deal with it better. However, coachee\u2019s entrenched beliefs on, say, religion and gender can be very challenging for the coach to deal with. Some deep-rooted beliefs may indicate pathology needing help from a trained therapist \u2013 far beyond the scope of performance coaching and the ability of the coach.<\/p>\n\n\n\n
Circle #4: Is the coachee\u2019s work environment conducive?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The last circle of influence is the coachee\u2019s work. Sometimes, people have told me that they are \u201cstuck\u201d in positions \u2013 say, \u201croutine\u201d software bug fixing and maintenance where there is really no scope for \u201clearning, enjoyment and fulfillment\u201d (you may like to read My Team is not motivated!!!<\/a> by my colleague Prasanna Moses on this). Most of us would agree that there is far less drudgery at work in today\u2019s knowledge-centric world than even just 30 years ago. We would also agree that there is no such thing as 100% \u201csexy\u201d work (unless of course, you are doing breakthrough work of your calling \u2013 say, in quantum computing). So, when coachees complain about their current work\/role and the lack of sexiness thereof, I ask them questions about what makes it boring, what they can do about it and so on \u2013 hopefully making them better aware of interesting possibilities in what they were doing. In some cases, people have hinted to me that they are considering quitting their \u201cboring\u201d job and looking for a reaction. Under such circumstances, to be fair to the coachee and to the coachee\u2019s employer (who is paying my fees!), I would say the best option is to ask the coachee questions exploring his rationale for leaving (without being judgmental on whether it is right or wrong) \u2013 like what does he think leaving the job will achieve, how will it get him closer to his goals, how is he sure that the same problems would not repeat themselves in the new organization and so on. The ultimate decision should be the coachee\u2019s based on introspection triggered by your questions. He may still choose to quit \u2013 but that is another matter! As far as you are concerned as a coach, you have played it fair & square. It is not unthinkable that you as the coach may actually agree with his rationale for seeking another job!<\/p>\n\n\n\n
A related aspect is also the organizational environment in which the coachee works \u2013 over & above his immediate work\/role discussed above. In sports coaching, the strong individual motivation is a given and the coachee has a great deal of control over what he can and cannot do to enhance his performance. The circumstances for software project managers are different. Their GROW model is in the context of an organization with its culture, policies, processes and so on. As a coach, I have encountered some real challenges here \u2013 the Project Manager may be aspiring to do something of value in his project but his line management and work environment may not be supportive. Some organizational policies can be insensitive to people and even draconian. In one software development organization, if project team members logged in less than 40 hours per week of approved work, there would be automatic cuts in their pay while the significant additional work needed at other times went scarcely noticed! How can one be expected to learn and enjoy their work in such an environment? In such cases, we do bring it up with the line management for addressing them and offer our help as well. To be honest, it worked sometimes and it did not in as many cases.<\/p>\n\n\n\n
In summary, as a practicing coach, you are bound to run into situations like the ones above which make you stop and ponder as to what extent theory can lead practice! You may need to introspect and think of newer ways of extending \u201ctheory\u201d or just use good old common sense and move on! At PM Power, we have the coaches\u2019 conclave where these situations are discussed to see how best to help the coachee considering all the circles of influence. It has significantly helped our coaches in specific situations and in honing their coaching skills in general.<\/p>\n\n\n\n
We invite you to share your coaching experiences (as a coach or a coachee) and we would be happy to share our perspectives which may be of help. You may reach us at info@pm-powerconsulting.com.<\/p>\n","post_title":"Journey of a coach - theory & practice (Part II)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-ii","to_ping":"","pinged":"","post_modified":"2024-01-29 10:54:32","post_modified_gmt":"2024-01-29 10:54:32","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1456","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1514,"post_author":"31","post_date":"2014-11-02 12:24:22","post_date_gmt":"2014-11-02 06:54:22","post_content":"\n
A speaker finishes a great speech \u2013 at least, HE thinks it is great! He then asks, \u201cAny questions?\u201d What does he expect? If I were him, I would expect the audience to demonstrate a level of understanding of what the speech was all about and ask meaningful questions - clarifying the ground covered and even extending from there.<\/p>\n\n\n\n
These are situations where one actually wants to be questioned to get a sense a satisfaction that the effort (the speech, in this case) has been worthwhile. But there are other situations where being questioned has a very negative connotation. It implies questioning the ability of the person being questioned or the work that he has done.<\/p>\n\n\n\n
The important thing is that the intent of questioning should be to seek understanding rather than putting down someone. Hence, even the tone of questioning is very important. Consider the difference between, \u201cWhy did you do THAT?\u201d and \u201cWhat are your reasons for doing THAT?\u201d<\/p>\n\n\n\n
The tone of the former question is judgmental while the same question asked differently demonstrates an openness and a neutral tone. The tone is important because it can either put people off & make them defensive or it can make them relaxed and explain their rationale for an idea or a course of action.<\/p>\n\n\n\n
From the above, it follows that there is a big difference between \u201cquestioning\u201d and \u201casking questions\u201d.<\/p>\n\n\n\n
$\"image\"$ <\/figure>\n\n\n\n
In the work context, a manager who adopts an approach of \u201casking questions\u201d enables an environment where his reportees apply their mind to the situation at hand and exercise their best judgment on the right course of action.<\/p>\n\n\n\n
The manager can use questions to expand the reportee\u2019s thinking and make him aware of aspects he may not have thought of (instead of just instructing him what to do).<\/p>\n\n\n\n
Hence asking questions contributes to the reportee\u2019s overall development and ability to deal with situations with minimal oversight. Equally important, it enables greater responsibility on the part of the reportee so that the implementation aspects of his suggestions are fully owned by him.<\/p>\n\n\n\n
Through this, the manager\u2019s time is also freed up from routine oversight functions to take up important but not urgent tasks.<\/p>\n\n\n\n
In a highly dynamic world, the approach of \u201casking questions\u201d is not just \u201ca nice to have\u201d but an imperative to empower people and ensure that the organization as a whole responds fast to changes in the environment.<\/p>\n\n\n\n
\u201cAsking questions\u201d is an essential part of the tool set of a coach who may be the line manager himself. You consciously adopt the approach for improving the \u201cawareness\u201d of the coachee and therefore, open his mind to his perceptions & other possibilities and take \u201cresponsibility\u201d for the options for actions that he chooses.<\/p>\n\n\n\n
Finally, adopting the approach of \u201casking questions\u201d needs a complementing skill which is ACTIVE listening. A coach cannot sustain a session of asking questions without actually listening well, understanding and re-phrasing of what the coachee says.<\/p>\n\n\n\n
As with most things in life, practice makes perfect \u2013 it takes time and experience to hone the approach of asking questions and the skill of active listening. But they can indeed be developed for individual and organizational benefit. The time to start is NOW!<\/p>\n","post_title":"Questioning and Asking Questions - what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"questioning-and-asking-questions-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:02","post_modified_gmt":"2024-01-29 10:55:02","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1514","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1448,"post_author":"31","post_date":"2014-11-02 06:59:09","post_date_gmt":"2014-11-02 01:29:09","post_content":"\n
This article is part of the series on \u201cJourney of a coach\u201d covering my experiences as a performance coach. You may have the read an earlier article in the series on \u201cJourney of a coach \u2013 the beginning\u201d<\/a>. The journey continues here...<\/p>\n\n\n\n
Yogi Berra, New York Yankees baseball player (arguably the best catcher of all time) said, \u201cIn theory, there is no difference between theory & practice. But in practice, there is!\u201d So, this article is about the theory & practice of coaching for performance \u2013 not baseball players but people managing software projects.<\/p>\n\n\n\n
In my context, the \u201ctheory\u201d was mostly \u201cCoaching for Performance\u201d by John Whitmore (by the way, there is another article of mine on Whitmore<\/a> if you are interested). The \u201cpractice\u201d was, of course, my actual experiences over the years.<\/p>\n\n\n\n
A caveat \u2013 I am not here to debunk theory and hail practice - as a cardiac surgeon might! I have a great deal of respect for Whitmore\u2019s book on Coaching for Performance. The book provided a solid reference and a practical guide for my work as a coach all these years.<\/p>\n\n\n\n
However, I do have my own \u201cinterpretations\u201d and \u201cextensions\u201d of the theory in actual practice which I wish to share. I will use the diagram below which shows the context for coaching.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
You can see the \u201ccircles of influence\u201d around the coachee which would have a bearing on coaching and its effectiveness. We will cover each of these circles with examples. Note that the coach\u2019s experience, beliefs and perceptions are also significant in the context in addition to his skills for coaching.<\/p>\n\n\n\n
Circle #1: Are all situations \u201ccoaching situations\u201d?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The first circle of influence is the coaching situation faced by the coachee at work. For example, it could be that he is recently promoted and finds gaining acceptance in his team a challenge.<\/p>\n\n\n\n
The question is whether all such work situations are amenable for coaching - whether you are the manager of the coachee or an external coach. If you follow the \u201ctheory\u201d (that is Whitmore), a coaching style can become the default management style of the entire organization for all occasions.<\/p>\n\n\n\n
In other words, all manager-reportee interactions can naturally follow the coaching style \u2013 the manager following the sequence of helping his reportee to identify the goal he is seeking to achieve, assess the current state of affairs, consider the available options to achieve the goal and making the commitment-making to make it happen.<\/p>\n\n\n\n
That is all very well, but what if you are a commando fighting a guerrilla war in a jungle and see a metal tube from the foliage pointing at you. Your commander (\u201cmanager\u201d) is not going to coach you through the situation, is he?<\/p>\n\n\n\n
There are also other equivalent (but less extreme) situations at work when time is of essence and all that the coachee needs is information or simple direction (like for example, how to balance staff loading in a project schedule).<\/p>\n\n\n\n
So, my interpretation of theory is that there is better pay-off of coaching in some situations than others. However, there are many, many work situations wherein the quality of work<\/b> or results<\/b> is very important, the learning<\/b> for the coachee very important and it is not an emergency<\/b>. Coaching is very relevant in those cases.<\/p>\n\n\n\n
Circle #2: Are people always receptive to coaching?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The next circle of influence is relating to how receptive people are to coaching even if their work situation was amenable for it.<\/p>\n\n\n\n
Are they motivated enough to become more aware<\/b> and take responsibility<\/b> by themselves and not just because their employer has enrolled them in a training & coaching program?<\/p>\n\n\n\n
Maslow\u2019s theory is that motivation is linked to the stage an individual is at in a hierarchy of needs (see diagram below from Whitmore\u2019s Coaching for Performance). Note that Whitmore has split Maslow\u2019s Esteem stage into two \u2013 Esteem from others and Self-esteem.<\/p>\n\n\n\n
At the stage of Esteem from others, one is looking \u201cexternal\u201d recognition and prestige as motivators. At the stage of Self-esteem, external motivators tend to become less important. More important is the need to make a difference and being empowered to do so enhancing self-esteem. This self-esteem stage is where coaching makes the biggest impact for personal growth.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
Source: Coaching for Performance by John Whitmore<\/i><\/p>\n\n\n\n
There are a few more \u201ccircles\u201d to cover which we will in Part II of the article.<\/p>\n\n\n\n
Till then...<\/p>\n","post_title":"Journey of a coach - theory & practice (Part I)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-i","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:34","post_modified_gmt":"2024-01-29 10:55:34","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1521,"post_author":"26","post_date":"2014-10-30 10:57:02","post_date_gmt":"2014-10-30 05:27:02","post_content":"\n
$\"Network_whenhow2\"$ <\/a><\/figure>\n\n\n\n
One is never without a network and if you are reading this - it may be more to know how to grow it and\/or to overcome obstacles, often due to one's level comfort with so called \"networking\".<\/p>\n\n\n\n
If you look at how you:<\/p>\n\n\n\n
\n
got the opportunity to work in your current position<\/li>\n\n\n\n
got into your college\/school<\/li>\n\n\n\n
got your house on rent or bought your apartment<\/li>\n<\/ul>\n\n\n\n
you will see that a network - formal, informal or virtual (internet based) was at play.<\/p>\n\n\n\n
I will focus on growing your professional network and a few simple steps for it and not delve into specifics of social media, as all of you would be familiar with it.<\/p>\n\n\n\n
First, start with your existing network - which will be your current and past colleagues, your college and school alumni, friends and family. See that you stay in touch with them, by meeting them up or electronically, if you are not in touch start right away. Sending greetings for important occasions, festivals and events is a good way to start. Make it a point to call a few of them over the commute\/ weekends and work on the complete list slowly and steadily, start at top the list again once you complete it.<\/p>\n\n\n\n
What if you need to ask for a reference or a favor from a person with whom you are not in regular touch. The best way to is to be honest, there is no point in coming up with a phony reason to get in touch with them and ask for what you want. Your honesty will be appreciated, after that do thank them and make an effort to stay in touch with them. See that your nurture this set of contacts where you have already made a start.<\/p>\n\n\n\n
Once, when I was looking out for a job using my network, I made it a point to call and thank all those who forwarded my resume to their contacts and I sent a book as a gift to thank all those contacts whose help took me to the interview stage. I did it without any motive and what amazed me was the warmth from these contacts in all my future interactions.<\/p>\n\n\n\n
Second area to focus on are the professional events - there will be events where your technical or managerial domain will be the focus. You may be sponsored\/encouraged by your organizations to attend them, do not let is pass citing an excuse of being busy. Do make time to attend a few of them. If you find that you do not have this opportunity then see that you find such events and enroll yourself.<\/p>\n\n\n\n
In my experience these events certainly help you make a few contacts, you will always find a few persons whom you will find interesting and knowledgeable and connect effortlessly. The key is to nurture this - see that you follow-up with a mail and\/or a call.<\/p>\n\n\n\n
If you are the type who feels inhibited to make an opening, then do not worry. I was advised by one of my mentors to just listen and not worry about talking and enjoy being there. If you listen and observe intently you will find yourself talking soon. Your focus on the interactions and not on your perceived ability, does the trick. Try it a couple of times and see for yourself.<\/p>\n\n\n\n
Lastly, for anything to succeed one has to have the desire, then comes the effort and discipline for achieving it. A small progress or a step with positive result, is the best encouragement for you to strive towards your goals. Do ponder on your actions and results to stay focused on continuing to do this.<\/p>\n\n\n\n
One related question I hear from many of my coachees is \"visibility\" within the organization. More on that in a later post.<\/p>\n","post_title":"Networking - when and how to begin?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"networking-when-and-how-to-begin","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:58","post_modified_gmt":"2024-01-29 14:50:58","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1521","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1517,"post_author":"30","post_date":"2014-10-29 09:30:26","post_date_gmt":"2014-10-29 04:00:26","post_content":"\n
$\"sell-it\"$ <\/a><\/figure>\n\n\n\n
As a child, I used to come up with various ideas for almost anything, and ask for Rs. 1000\/- per idea. Being a child, nobody would want to pay money, that too a thousand Rupees \u2013 but, I would get something else as an appreciation for my efforts. A toffee, a cone ice cream etc.<\/p>\n\n\n\n
Further on, when I used to be active in small groups, selling was more of ideas and to get the team to converge on something, that the group can take as an action.<\/p>\n\n\n\n
As a team leader, I needed to sell the vision of the project to the team, to get everybody\u2019s buy in.<\/p>\n\n\n\n
More recently, I have been in contact with many aspiring and active entrepreneurs. Selling is something that they do with every breath.<\/p>\n\n\n\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 10 of 12 Previous 1 … 9 10 11 12 Next

\n
So where do the real issues come in then, with appraisals?<\/p>\n\n\n\n
First, I have seen that when I as a manager have not been giving regular feedback through the year, and helping with the development plan of my team member, I run into a problem at the end of the year. The appraisals look more like reprisals to the employee \u2013 because if they had appropriate feedback, they could have taken necessary pro-active steps to ensure their success and eventually the organization success.<\/p>\n\n\n\n
Next, when the stated organizational position is absolute performance, but then an organization thru unwritten action pushes the manager to necessarily fit a bell curve \u2013 it creates invisible chaos. I have noticed many a manager then succumbs to the pressure, because after all his\/ her own rating would be at stake if the unwritten expectation is not acted upon. Later when briefing the team there\u2019s a disconnect when the team member questions the ranking. The manager cannot explicitly state he did not stick to the organization philosophy and neither state he succumbed to the chain of command\u2019s unwritten message.<\/p>\n\n\n\n
Or when in an absolute performance system, there\u2019s an initial euphoria \u2013 with everyone knowing that they probably bettered the stated expectation. However if the organization has not outperformed \u2013 the limited goodies that come along now get split more evenly with more people. So does it now lead employees to believe that the good grading is a placebo. Should the organization have been more diligent in the level of the target being set early on in the game? Will it now start making the team not worry about the grading and encourage mediocrity?<\/p>\n\n\n\n
In addition to all these, not every thing we do is easily measurable, much less comparable. So the objectivity of the manager is already subject to his\/ her pre-existing perspective. So, can the manager ensure that it does not cloud the appraisal process?<\/p>\n\n\n\n
In Conclusion<\/strong><\/p>\n\n\n\n
In conclusion, I would say that if the true strategy of the organization and its execution is aligned and well stated, it will make any system work reasonably well. Or not doing that every system will create only a set of issues.<\/p>\n\n\n\n
Personally, I would like to see a system where the organization decentralizes this decision at the level at which people can make the decisions on allocation of budgets, career moves, promotions, hiring and firing \u2013 which in many ways are the outcome of this process. The closer you bring this to the place of action, the better aligned it will be to the needs of the team. The process of allocation from the corporate to these groups itself, should also be made clear up-front. That to me is true empowerment. That to me will show the ability of the corporate to create a self-managing organization.<\/p>\n\n\n\n
What\u2019s your thought? Do you think these systems can be fairly built or is it a mirage? If yes, how do you do it? If you think it\u2019s a mirage, then how do you lead in today\u2019s knowledge industry?<\/p>\n\n\n\n
<\/p>\n","post_title":"Performance Appraisal : Bell Curve or Absolute Performance - What's good?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"performance-appraisal-bell-curve-or-absolute-performancewhats-good","to_ping":"","pinged":"","post_modified":"2024-09-23 20:14:40","post_modified_gmt":"2024-09-23 14:44:40","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3391","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3510,"post_author":"26","post_date":"2015-06-12 13:52:40","post_date_gmt":"2015-06-12 08:22:40","post_content":"\n
$\"Cryptic$ <\/a>
Cryptic daily stand up<\/figcaption><\/figure>\n\n\n\n
The Daily Scrum is one ceremony that the teams following Scrum adopt quickly. There are some hiccups initially, which are sorted out, often with inputs from the coach\/guide. The ceremony is on time and at fixed time, occurs even if Scrum Master is not present, team members unable to attend do call in or provide an email update. Good going!<\/p>\n\n\n\n
Now slowly things change and either the updates become cryptic or verbose. After observing many teams go through this, what comes to my mind is a famous rhetorical question on delays in projects:<\/p>\n\n\n\n
Q: How does a project get delayed by a month?<\/em><\/p>\n\n\n\n
A: One day at a time.<\/em><\/p>\n\n\n\n
Now why am I quoting this here? Because something similar happens. The updates go towards cryptic or verbose as one person goes in that direction and that is not observed\/ corrected. The Scrum Master has a key role in ensuring that the scrum process is followed, he has to be alert to this.<\/p>\n\n\n\n
Here is a typical scenario:<\/p>\n\n\n\n
Mohan is working on a task TKS-210 and has had a bit of a struggle with it. His update in the daily scrum is:<\/p>\n\n\n\n
I was working on TKSK-210, will continue, no impediments. (Sigh.)<\/p>\n\n\n\n
This is accepted, i.e., no one asks any questions, maybe the team members understand the status.<\/p>\n\n\n\n
The next day update too is similar. Now it is likely that couple more team members shift to this style of update. There is an innate, unconscious tendency in humans to mimic, imitate or follow other people, which surfaces time to time. Very soon all updates become similar.<\/p>\n\n\n\n
The ideal update would include some information on -
How much work is done?
When the work is expected to complete?
If completing soon, the team member will certainly state what task he is planning to pick up next.<\/p>\n\n\n\n
Is it quite possible that the thinking on \u201cwhat next\u201d will not happen in the minds, and that is not good. There is a possibility that \u201cI will continue...\u201d kind of update will result in the person continue on task and not take up another, even if it were possible, as words said aloud influence thoughts\/thinking.<\/p>\n\n\n\n
So the Scrum Master and the team has to be alert to how the updates are provided. They can always ask questions to elicit relevant information.<\/p>\n\n\n\n
One practice that will help - is the updating of remaining hours on the task. This if done regularly, will surface in the Daily Scrum and result in update being more specific. If the remaining hours on a task is a fraction of the day, it prompts the team member to the \u201cwhat next\u201d thinking, and share the same.<\/p>\n\n\n\n
Do you have any similar experiences? Would like to hear them as well as your views.<\/p>\n","post_title":"Keeping Daily Scrum focused...","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"keeping-daily-scrum-focused","to_ping":"","pinged":"","post_modified":"2024-01-29 14:49:32","post_modified_gmt":"2024-01-29 14:49:32","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3510","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3343,"post_author":"26","post_date":"2015-05-15 09:38:10","post_date_gmt":"2015-05-15 04:08:10","post_content":"\n
As a coach, a recurring situation one faces, towards the end of the first sprint after the coaching has started, is the push and shove to the retrospective. After seemingly making the team understand that two key aspect of Agile Scrum are to surface the problems at the earliest<\/strong> and avoiding any kind of waste<\/strong>. I naively expected that the team will be eager to do the retrospective, but wiser now.<\/p>\n\n\n\n
$\"lookingback\"$ <\/figure>\n\n\n\n
<\/p>\n\n\n\n
The team will be scrambling to wrap up the work and close all stories to meet the sprint commitment made, the sprint will be kept open till the the very end and at times a few hours into the next sprint. The Sprint Planning for next sprint has to start, the Sprint Review needs to happen for stories to be closed, where is the time for retrospective? Can it be done next time?<\/p>\n\n\n\n
At times they combine Retrospective and Sprint Planning, which results in speeding through the retrospective and getting quickly into the planning. Add to this the different locations and time zones of the PO and Scrum Team. The retrospective at times is scheduled after Sprint Planning, which is anyway better than not having it at all.<\/p>\n\n\n\n
So here is how it goes, the three questions are asked, inputs collated and a mail sent to all stakeholders and the collated inputs made available in a common area. Very less focus on listening to each other and trying to resolve issues.<\/p>\n\n\n\n
The way I deal with this is that I share with the Scrum Master and team on how an ideal Retrospective should proceed and leave it to them to get close to it:
- Use post-its to capture what went well, stick on board, have one of team read all of it. Clarify any point that is not clear,
- Same for what did not go well,
- Same for what they would start to do,
- At this juncture prioritize the start to do\/action items and brainstorm, starting from top till the time runs out.<\/p>\n\n\n\n
This has worked well, teams typically identify one to three items and come up with reasonable details for implementing them. If required I remind them of these mid sprint, some steps are taken and progress made, this helps in them getting into the habit of doing retrospectives regularly.<\/p>\n\n\n\n
One more point to note is that a problem that seems \u201ca way of life\u201d, at end of first sprint may get some solutions, in the subsequent sprint. My reading of this is that the problem when noted first is annoying and frustrating, team is mentally tired to work on it. But when the same problem surfaces again, they are able to come up with a solution, as the frustration is vented in past.<\/p>\n\n\n\n
Let me share one example. This is to do with a scarce DBA resource causing stories to be re-opened due to delayed inputs\/review. At the end of first sprint they made note of this issue and came out strongly on \u201cthis how it is going to be\u201d, \u201cwe have escalated enough already in past\u201d. The issue surfaced again in next sprint, as it was discussed before, the emotions were in check. One of team suggested that we use the grooming pattern, i.e., plan\/do in advance. They figured out a way to deal with it.<\/p>\n\n\n\n
Another oft repeating issue is the frustration of not being able to close a story, because just the show and tell (demo) could not happen, or a build and test in correct environment was not completed due to big queue in CM. The team argues for closing the story, they feel that they are loosing story points for no fault of theirs. Here as a coach, one has to reinforce the concept of \u201cDone\u201d and revisit the concept of \u201cVelocity\u201d.<\/p>\n","post_title":"Initial coaching interventions for Retrospectives","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"initial-coaching-interventions-for-retrospectives","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:04","post_modified_gmt":"2024-01-29 14:50:04","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3343","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3339,"post_author":"26","post_date":"2015-04-11 09:33:55","post_date_gmt":"2015-04-11 04:03:55","post_content":"\n
Teams new to Scrum have a product backlog. The backlog will be groomed to some degree, typically have clarity for up to one to two sprints. The priority will be clear, with fair amount of detail on the requirements. The estimates may be present, it could be story points or a masked form of an effort estimate.<\/p>\n\n\n\n
The Product Owner (PO), who is not co-located in most of the teams will participate in Sprint Planning and along with the Scrum Master and team pick a set of stories to be done in the Sprint. After this the team jumps into doing the work. Detailed Sprint Planning is given a miss as PO will not be available for the entire duration and the team reluctant to do task based estimate for variety of reasons, if they do it is done by a few senior members of the team.<\/p>\n\n\n\n
This is where the first intervention from coach is needed, coax them to do detailed planning i.e., break down the stories into tasks and corresponding effort estimates. Insist that the entire team be involved and ensure that they balance the work they are taking up with the capacity the team has. Here is where they get to see one of the characteristics of Scrum \u2013 uncovering the problems at the earliest, and as a coach one should ensure that they become aware of it.<\/p>\n\n\n\n
$\"Sprint_Plan_1\"$ <\/figure>\n\n\n\n
Few things they discover:
- there may not be enough Analysis\/Dev\/DBA\/QA capacity in the team
- some of the team may not be fully utilized
- as they break down stories to tasks they realize that some stories cannot be completed, due to external dependencies, that is unlikely to be fulfilled.
- they may require more information from the PO.
- lastly the entire team gains an understanding what is planned to be accomplished.<\/p>\n\n\n\n
And it is interesting to see how they work around this:
- make use of team members not fully utilized to accomplish some of the tasks.
- the above at times involves redistributing the work, so that team members volunteering outside their domain, can take up relatively simpler tasks.
- go back to PO\/stakeholders and try to get the dependencies resolved or pick another story, this one requires a push from coach.
- get clarity on requirements from PO, this has to happen the next day.
- re-adjust the sprint backlog taking the above into account.<\/p>\n\n\n\n
$\"Sprint_Plan_2\"$ <\/figure>\n\n\n\n
At times guidelines are adhered to, planning sessions is time-boxed, they assume that all planning needs to happen in one sitting. Here is where, as a coach, one has to make them see the \"why\" behind a particular step, \"what\" outcome is desired? The outcome of having a proper Sprint Plan is more important than accomplishing it a single time-boxed session.<\/p>\n\n\n\n
As they complete this they realize that in past sprints, they grappled with these issues, towards the end of the sprint. Now they have ample time to cope with it \u2013 the benefit of Scrum uncovering problems earlier is leveraged.<\/p>\n\n\n\n
There is reluctance to do task effort estimates. In the traditional planning task estimates are done for entire project even with some requirements not being clear. This would have resulted in lot of waste, this coupled with notion that agile means no planning is the major cause of the reluctance. As a coach, one needs to highlight that there is better clarity on requirements and it is being done for just a sprint, so there is no waste. The reluctance is also due to lack of understanding of the difference between story point, size and effort estimates, this needs to be addressed.<\/p>\n\n\n\n
At this juncture the team is ready to make and take on the commitment with higher confidence. You can see the related blog on retrospectives.<\/p>\n","post_title":"Initial coaching interventions for Sprint Planning","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"initial-coaching-interventions-for-sprint-planning","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:24","post_modified_gmt":"2024-01-29 14:50:24","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3339","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1519,"post_author":"33","post_date":"2014-11-09 12:15:54","post_date_gmt":"2014-11-09 06:45:54","post_content":"\n
$\"\"\/$ <\/figure>\n\n\n\n
  <\/p>\n\n\n\n
Leaders have only two jobs:<\/p>\n\n\n\n
1) Getting work done<\/p>\n\n\n\n
2) Growing the people<\/p>\n\n\n\n
Coaching as a leadership\/management style achieves both.<\/p>\n\n\n\n
With Command & Control approach, managers may get the work done in the short term, by force. But that might have negative impacts on the team in terms of :<\/p>\n\n\n\n
- Lack of ownership<\/p>\n\n\n\n
- Low motivation<\/p>\n\n\n\n
- Poor quality output<\/p>\n\n\n\n
- Low productivity<\/p>\n\n\n\n
- Missed schedules etc.<\/p>\n\n\n\n
Command & Control might also impact development of team members negatively. Teams might wait for manager to give instruction. They might hesitate to take initiative as it might get overruled by the manager. They might stop thinking new & innovative ideas as the manager will always tell them what to do.<\/p>\n\n\n\n
On the other hand, with Coaching as the leadership style, managers will empower the team members to come out with new ideas, solutions and encourage them to implement them. They will help the team members to discover their strengths by asking questions & challenging them. This builds motivation and ownership in the team members.<\/p>\n\n\n\n
Having said that, there are situations where Managers need to use command & control approaches. For example, in a fire fighting situation where extremely quick response in needed. There will be a need for different approaches for different team members \u2013 someone may need more directive input & constant oversight and someone may need a lot of freedom.<\/p>\n\n\n\n
A good leader is one who has high self awareness, self-regulation, self-motivation and empathy through which he\/she can sense and respond differently, in a conscious way, to different situations & different people.<\/p>\n\n\n\n
However, to be a good Leader, coaching way of management style should be the most natural approach and command & control should be the exception.<\/p>\n","post_title":"Coaching vs Command & Control style of Management","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"coaching-vs-command-control-style-of-management","to_ping":"","pinged":"","post_modified":"2024-01-29 15:34:20","post_modified_gmt":"2024-01-29 15:34:20","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1519","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1456,"post_author":"31","post_date":"2014-11-09 12:15:37","post_date_gmt":"2014-11-09 06:45:37","post_content":"\n
In an earlier article \u201cJourney of a coach \u2013 theory & practice (Part I)<\/a>, we introduced the \u201ccircles of influence\u201d which form the context (see diagram below) for coaching process.<\/p>\n\n\n\n
$\"image\"$ <\/a> The circles in the diagram above have a significant bearing on coaching effectiveness and need to be addressed by the coach using the theory of coaching (such as Whitmore\u2019s book on \u201cCoaching for Performance\u201d). In the case of some circles, the theory may \u201cend\u201d at some point and the coach will have \u201cinterpret\u201d and \u201cextend\u201d it for the specific coachee situation at hand.<\/p>\n\n\n\n
We covered the following in Part I of this article:<\/p>\n\n\n\n
\u00b7 Circle #1: Are all situations \u201ccoaching situations\u201d?<\/p>\n\n\n\n
\u00b7 Circle #2: Are people always receptive to coaching?<\/p>\n\n\n\n
In this Part II, we will cover the two remaining circles.<\/p>\n\n\n\n
Circle #3: Are coaches sometimes helpless?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
Circle #3 above regarding \u201cbeliefs, perceptions and personal circumstances\u201d can actually be quite a hard shell hindering coaching progress. But it is often an invisible hard shell because people will share only so much of their innermost beliefs and personal circumstances even though they are impacting their work performance. Coaches make chance discoveries of this shell in the Reality check part (that is, the current state of affairs that needs to improve to meet the Goal) of the Goal-Reality-Options-Will (GROW) model of Whitmore. Here are examples:<\/p>\n\n\n\n
\u00b7 A coachee once candidly admitted that he was himself the reason for his declining performance at work. The reason was that his family was going through his sister\u2019s painful divorce in the US and her life coming back to India. He just could not go about work as usual<\/p>\n\n\n\n
\u00b7 A second coachee had a lot of issues with his manager. He felt that the manager\u2019s lack of domain knowledge resulted in his not realizing & recognizing the value of the coachee\u2019s work. In addition, the coachee seemed to indicate that lack of recognition of his work had to do with his belonging to a minority religious community in India<\/p>\n\n\n\n
\u00b7 Yet another coachee told my colleague (also a Performance Coach) that her problems arose because her boss was an inveterate woman-hater<\/p>\n\n\n\n
These are situations of tight-rope walking for a performance coach! In situations of personal crisis, the coach may only help by sympathetic and patient listening. This may help the coachee more than one would think \u2013 just getting the problem \u201coff his chest\u201d often helps and relieves stress. Being less stressed, he may be able to come to grips with his personal predicament and deal with it better. However, coachee\u2019s entrenched beliefs on, say, religion and gender can be very challenging for the coach to deal with. Some deep-rooted beliefs may indicate pathology needing help from a trained therapist \u2013 far beyond the scope of performance coaching and the ability of the coach.<\/p>\n\n\n\n
Circle #4: Is the coachee\u2019s work environment conducive?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The last circle of influence is the coachee\u2019s work. Sometimes, people have told me that they are \u201cstuck\u201d in positions \u2013 say, \u201croutine\u201d software bug fixing and maintenance where there is really no scope for \u201clearning, enjoyment and fulfillment\u201d (you may like to read My Team is not motivated!!!<\/a> by my colleague Prasanna Moses on this). Most of us would agree that there is far less drudgery at work in today\u2019s knowledge-centric world than even just 30 years ago. We would also agree that there is no such thing as 100% \u201csexy\u201d work (unless of course, you are doing breakthrough work of your calling \u2013 say, in quantum computing). So, when coachees complain about their current work\/role and the lack of sexiness thereof, I ask them questions about what makes it boring, what they can do about it and so on \u2013 hopefully making them better aware of interesting possibilities in what they were doing. In some cases, people have hinted to me that they are considering quitting their \u201cboring\u201d job and looking for a reaction. Under such circumstances, to be fair to the coachee and to the coachee\u2019s employer (who is paying my fees!), I would say the best option is to ask the coachee questions exploring his rationale for leaving (without being judgmental on whether it is right or wrong) \u2013 like what does he think leaving the job will achieve, how will it get him closer to his goals, how is he sure that the same problems would not repeat themselves in the new organization and so on. The ultimate decision should be the coachee\u2019s based on introspection triggered by your questions. He may still choose to quit \u2013 but that is another matter! As far as you are concerned as a coach, you have played it fair & square. It is not unthinkable that you as the coach may actually agree with his rationale for seeking another job!<\/p>\n\n\n\n
A related aspect is also the organizational environment in which the coachee works \u2013 over & above his immediate work\/role discussed above. In sports coaching, the strong individual motivation is a given and the coachee has a great deal of control over what he can and cannot do to enhance his performance. The circumstances for software project managers are different. Their GROW model is in the context of an organization with its culture, policies, processes and so on. As a coach, I have encountered some real challenges here \u2013 the Project Manager may be aspiring to do something of value in his project but his line management and work environment may not be supportive. Some organizational policies can be insensitive to people and even draconian. In one software development organization, if project team members logged in less than 40 hours per week of approved work, there would be automatic cuts in their pay while the significant additional work needed at other times went scarcely noticed! How can one be expected to learn and enjoy their work in such an environment? In such cases, we do bring it up with the line management for addressing them and offer our help as well. To be honest, it worked sometimes and it did not in as many cases.<\/p>\n\n\n\n
In summary, as a practicing coach, you are bound to run into situations like the ones above which make you stop and ponder as to what extent theory can lead practice! You may need to introspect and think of newer ways of extending \u201ctheory\u201d or just use good old common sense and move on! At PM Power, we have the coaches\u2019 conclave where these situations are discussed to see how best to help the coachee considering all the circles of influence. It has significantly helped our coaches in specific situations and in honing their coaching skills in general.<\/p>\n\n\n\n
We invite you to share your coaching experiences (as a coach or a coachee) and we would be happy to share our perspectives which may be of help. You may reach us at info@pm-powerconsulting.com.<\/p>\n","post_title":"Journey of a coach - theory & practice (Part II)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-ii","to_ping":"","pinged":"","post_modified":"2024-01-29 10:54:32","post_modified_gmt":"2024-01-29 10:54:32","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1456","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1514,"post_author":"31","post_date":"2014-11-02 12:24:22","post_date_gmt":"2014-11-02 06:54:22","post_content":"\n
A speaker finishes a great speech \u2013 at least, HE thinks it is great! He then asks, \u201cAny questions?\u201d What does he expect? If I were him, I would expect the audience to demonstrate a level of understanding of what the speech was all about and ask meaningful questions - clarifying the ground covered and even extending from there.<\/p>\n\n\n\n
These are situations where one actually wants to be questioned to get a sense a satisfaction that the effort (the speech, in this case) has been worthwhile. But there are other situations where being questioned has a very negative connotation. It implies questioning the ability of the person being questioned or the work that he has done.<\/p>\n\n\n\n
The important thing is that the intent of questioning should be to seek understanding rather than putting down someone. Hence, even the tone of questioning is very important. Consider the difference between, \u201cWhy did you do THAT?\u201d and \u201cWhat are your reasons for doing THAT?\u201d<\/p>\n\n\n\n
The tone of the former question is judgmental while the same question asked differently demonstrates an openness and a neutral tone. The tone is important because it can either put people off & make them defensive or it can make them relaxed and explain their rationale for an idea or a course of action.<\/p>\n\n\n\n
From the above, it follows that there is a big difference between \u201cquestioning\u201d and \u201casking questions\u201d.<\/p>\n\n\n\n
$\"image\"$ <\/figure>\n\n\n\n
In the work context, a manager who adopts an approach of \u201casking questions\u201d enables an environment where his reportees apply their mind to the situation at hand and exercise their best judgment on the right course of action.<\/p>\n\n\n\n
The manager can use questions to expand the reportee\u2019s thinking and make him aware of aspects he may not have thought of (instead of just instructing him what to do).<\/p>\n\n\n\n
Hence asking questions contributes to the reportee\u2019s overall development and ability to deal with situations with minimal oversight. Equally important, it enables greater responsibility on the part of the reportee so that the implementation aspects of his suggestions are fully owned by him.<\/p>\n\n\n\n
Through this, the manager\u2019s time is also freed up from routine oversight functions to take up important but not urgent tasks.<\/p>\n\n\n\n
In a highly dynamic world, the approach of \u201casking questions\u201d is not just \u201ca nice to have\u201d but an imperative to empower people and ensure that the organization as a whole responds fast to changes in the environment.<\/p>\n\n\n\n
\u201cAsking questions\u201d is an essential part of the tool set of a coach who may be the line manager himself. You consciously adopt the approach for improving the \u201cawareness\u201d of the coachee and therefore, open his mind to his perceptions & other possibilities and take \u201cresponsibility\u201d for the options for actions that he chooses.<\/p>\n\n\n\n
Finally, adopting the approach of \u201casking questions\u201d needs a complementing skill which is ACTIVE listening. A coach cannot sustain a session of asking questions without actually listening well, understanding and re-phrasing of what the coachee says.<\/p>\n\n\n\n
As with most things in life, practice makes perfect \u2013 it takes time and experience to hone the approach of asking questions and the skill of active listening. But they can indeed be developed for individual and organizational benefit. The time to start is NOW!<\/p>\n","post_title":"Questioning and Asking Questions - what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"questioning-and-asking-questions-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:02","post_modified_gmt":"2024-01-29 10:55:02","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1514","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1448,"post_author":"31","post_date":"2014-11-02 06:59:09","post_date_gmt":"2014-11-02 01:29:09","post_content":"\n
This article is part of the series on \u201cJourney of a coach\u201d covering my experiences as a performance coach. You may have the read an earlier article in the series on \u201cJourney of a coach \u2013 the beginning\u201d<\/a>. The journey continues here...<\/p>\n\n\n\n
Yogi Berra, New York Yankees baseball player (arguably the best catcher of all time) said, \u201cIn theory, there is no difference between theory & practice. But in practice, there is!\u201d So, this article is about the theory & practice of coaching for performance \u2013 not baseball players but people managing software projects.<\/p>\n\n\n\n
In my context, the \u201ctheory\u201d was mostly \u201cCoaching for Performance\u201d by John Whitmore (by the way, there is another article of mine on Whitmore<\/a> if you are interested). The \u201cpractice\u201d was, of course, my actual experiences over the years.<\/p>\n\n\n\n
A caveat \u2013 I am not here to debunk theory and hail practice - as a cardiac surgeon might! I have a great deal of respect for Whitmore\u2019s book on Coaching for Performance. The book provided a solid reference and a practical guide for my work as a coach all these years.<\/p>\n\n\n\n
However, I do have my own \u201cinterpretations\u201d and \u201cextensions\u201d of the theory in actual practice which I wish to share. I will use the diagram below which shows the context for coaching.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
You can see the \u201ccircles of influence\u201d around the coachee which would have a bearing on coaching and its effectiveness. We will cover each of these circles with examples. Note that the coach\u2019s experience, beliefs and perceptions are also significant in the context in addition to his skills for coaching.<\/p>\n\n\n\n
Circle #1: Are all situations \u201ccoaching situations\u201d?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The first circle of influence is the coaching situation faced by the coachee at work. For example, it could be that he is recently promoted and finds gaining acceptance in his team a challenge.<\/p>\n\n\n\n
The question is whether all such work situations are amenable for coaching - whether you are the manager of the coachee or an external coach. If you follow the \u201ctheory\u201d (that is Whitmore), a coaching style can become the default management style of the entire organization for all occasions.<\/p>\n\n\n\n
In other words, all manager-reportee interactions can naturally follow the coaching style \u2013 the manager following the sequence of helping his reportee to identify the goal he is seeking to achieve, assess the current state of affairs, consider the available options to achieve the goal and making the commitment-making to make it happen.<\/p>\n\n\n\n
That is all very well, but what if you are a commando fighting a guerrilla war in a jungle and see a metal tube from the foliage pointing at you. Your commander (\u201cmanager\u201d) is not going to coach you through the situation, is he?<\/p>\n\n\n\n
There are also other equivalent (but less extreme) situations at work when time is of essence and all that the coachee needs is information or simple direction (like for example, how to balance staff loading in a project schedule).<\/p>\n\n\n\n
So, my interpretation of theory is that there is better pay-off of coaching in some situations than others. However, there are many, many work situations wherein the quality of work<\/b> or results<\/b> is very important, the learning<\/b> for the coachee very important and it is not an emergency<\/b>. Coaching is very relevant in those cases.<\/p>\n\n\n\n
Circle #2: Are people always receptive to coaching?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The next circle of influence is relating to how receptive people are to coaching even if their work situation was amenable for it.<\/p>\n\n\n\n
Are they motivated enough to become more aware<\/b> and take responsibility<\/b> by themselves and not just because their employer has enrolled them in a training & coaching program?<\/p>\n\n\n\n
Maslow\u2019s theory is that motivation is linked to the stage an individual is at in a hierarchy of needs (see diagram below from Whitmore\u2019s Coaching for Performance). Note that Whitmore has split Maslow\u2019s Esteem stage into two \u2013 Esteem from others and Self-esteem.<\/p>\n\n\n\n
At the stage of Esteem from others, one is looking \u201cexternal\u201d recognition and prestige as motivators. At the stage of Self-esteem, external motivators tend to become less important. More important is the need to make a difference and being empowered to do so enhancing self-esteem. This self-esteem stage is where coaching makes the biggest impact for personal growth.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
Source: Coaching for Performance by John Whitmore<\/i><\/p>\n\n\n\n
There are a few more \u201ccircles\u201d to cover which we will in Part II of the article.<\/p>\n\n\n\n
Till then...<\/p>\n","post_title":"Journey of a coach - theory & practice (Part I)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-i","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:34","post_modified_gmt":"2024-01-29 10:55:34","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1521,"post_author":"26","post_date":"2014-10-30 10:57:02","post_date_gmt":"2014-10-30 05:27:02","post_content":"\n
$\"Network_whenhow2\"$ <\/a><\/figure>\n\n\n\n
One is never without a network and if you are reading this - it may be more to know how to grow it and\/or to overcome obstacles, often due to one's level comfort with so called \"networking\".<\/p>\n\n\n\n
If you look at how you:<\/p>\n\n\n\n
\n
got the opportunity to work in your current position<\/li>\n\n\n\n
got into your college\/school<\/li>\n\n\n\n
got your house on rent or bought your apartment<\/li>\n<\/ul>\n\n\n\n
you will see that a network - formal, informal or virtual (internet based) was at play.<\/p>\n\n\n\n
I will focus on growing your professional network and a few simple steps for it and not delve into specifics of social media, as all of you would be familiar with it.<\/p>\n\n\n\n
First, start with your existing network - which will be your current and past colleagues, your college and school alumni, friends and family. See that you stay in touch with them, by meeting them up or electronically, if you are not in touch start right away. Sending greetings for important occasions, festivals and events is a good way to start. Make it a point to call a few of them over the commute\/ weekends and work on the complete list slowly and steadily, start at top the list again once you complete it.<\/p>\n\n\n\n
What if you need to ask for a reference or a favor from a person with whom you are not in regular touch. The best way to is to be honest, there is no point in coming up with a phony reason to get in touch with them and ask for what you want. Your honesty will be appreciated, after that do thank them and make an effort to stay in touch with them. See that your nurture this set of contacts where you have already made a start.<\/p>\n\n\n\n
Once, when I was looking out for a job using my network, I made it a point to call and thank all those who forwarded my resume to their contacts and I sent a book as a gift to thank all those contacts whose help took me to the interview stage. I did it without any motive and what amazed me was the warmth from these contacts in all my future interactions.<\/p>\n\n\n\n
Second area to focus on are the professional events - there will be events where your technical or managerial domain will be the focus. You may be sponsored\/encouraged by your organizations to attend them, do not let is pass citing an excuse of being busy. Do make time to attend a few of them. If you find that you do not have this opportunity then see that you find such events and enroll yourself.<\/p>\n\n\n\n
In my experience these events certainly help you make a few contacts, you will always find a few persons whom you will find interesting and knowledgeable and connect effortlessly. The key is to nurture this - see that you follow-up with a mail and\/or a call.<\/p>\n\n\n\n
If you are the type who feels inhibited to make an opening, then do not worry. I was advised by one of my mentors to just listen and not worry about talking and enjoy being there. If you listen and observe intently you will find yourself talking soon. Your focus on the interactions and not on your perceived ability, does the trick. Try it a couple of times and see for yourself.<\/p>\n\n\n\n
Lastly, for anything to succeed one has to have the desire, then comes the effort and discipline for achieving it. A small progress or a step with positive result, is the best encouragement for you to strive towards your goals. Do ponder on your actions and results to stay focused on continuing to do this.<\/p>\n\n\n\n
One related question I hear from many of my coachees is \"visibility\" within the organization. More on that in a later post.<\/p>\n","post_title":"Networking - when and how to begin?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"networking-when-and-how-to-begin","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:58","post_modified_gmt":"2024-01-29 14:50:58","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1521","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1517,"post_author":"30","post_date":"2014-10-29 09:30:26","post_date_gmt":"2014-10-29 04:00:26","post_content":"\n
$\"sell-it\"$ <\/a><\/figure>\n\n\n\n
As a child, I used to come up with various ideas for almost anything, and ask for Rs. 1000\/- per idea. Being a child, nobody would want to pay money, that too a thousand Rupees \u2013 but, I would get something else as an appreciation for my efforts. A toffee, a cone ice cream etc.<\/p>\n\n\n\n
Further on, when I used to be active in small groups, selling was more of ideas and to get the team to converge on something, that the group can take as an action.<\/p>\n\n\n\n
As a team leader, I needed to sell the vision of the project to the team, to get everybody\u2019s buy in.<\/p>\n\n\n\n
More recently, I have been in contact with many aspiring and active entrepreneurs. Selling is something that they do with every breath.<\/p>\n\n\n\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 10 of 12 Previous 1 … 9 10 11 12 Next

\n
What are the real issues ?<\/strong><\/p>\n\n\n\n
So where do the real issues come in then, with appraisals?<\/p>\n\n\n\n
First, I have seen that when I as a manager have not been giving regular feedback through the year, and helping with the development plan of my team member, I run into a problem at the end of the year. The appraisals look more like reprisals to the employee \u2013 because if they had appropriate feedback, they could have taken necessary pro-active steps to ensure their success and eventually the organization success.<\/p>\n\n\n\n
Next, when the stated organizational position is absolute performance, but then an organization thru unwritten action pushes the manager to necessarily fit a bell curve \u2013 it creates invisible chaos. I have noticed many a manager then succumbs to the pressure, because after all his\/ her own rating would be at stake if the unwritten expectation is not acted upon. Later when briefing the team there\u2019s a disconnect when the team member questions the ranking. The manager cannot explicitly state he did not stick to the organization philosophy and neither state he succumbed to the chain of command\u2019s unwritten message.<\/p>\n\n\n\n
Or when in an absolute performance system, there\u2019s an initial euphoria \u2013 with everyone knowing that they probably bettered the stated expectation. However if the organization has not outperformed \u2013 the limited goodies that come along now get split more evenly with more people. So does it now lead employees to believe that the good grading is a placebo. Should the organization have been more diligent in the level of the target being set early on in the game? Will it now start making the team not worry about the grading and encourage mediocrity?<\/p>\n\n\n\n
In addition to all these, not every thing we do is easily measurable, much less comparable. So the objectivity of the manager is already subject to his\/ her pre-existing perspective. So, can the manager ensure that it does not cloud the appraisal process?<\/p>\n\n\n\n
In Conclusion<\/strong><\/p>\n\n\n\n
In conclusion, I would say that if the true strategy of the organization and its execution is aligned and well stated, it will make any system work reasonably well. Or not doing that every system will create only a set of issues.<\/p>\n\n\n\n
Personally, I would like to see a system where the organization decentralizes this decision at the level at which people can make the decisions on allocation of budgets, career moves, promotions, hiring and firing \u2013 which in many ways are the outcome of this process. The closer you bring this to the place of action, the better aligned it will be to the needs of the team. The process of allocation from the corporate to these groups itself, should also be made clear up-front. That to me is true empowerment. That to me will show the ability of the corporate to create a self-managing organization.<\/p>\n\n\n\n
What\u2019s your thought? Do you think these systems can be fairly built or is it a mirage? If yes, how do you do it? If you think it\u2019s a mirage, then how do you lead in today\u2019s knowledge industry?<\/p>\n\n\n\n
<\/p>\n","post_title":"Performance Appraisal : Bell Curve or Absolute Performance - What's good?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"performance-appraisal-bell-curve-or-absolute-performancewhats-good","to_ping":"","pinged":"","post_modified":"2024-09-23 20:14:40","post_modified_gmt":"2024-09-23 14:44:40","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3391","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3510,"post_author":"26","post_date":"2015-06-12 13:52:40","post_date_gmt":"2015-06-12 08:22:40","post_content":"\n
$\"Cryptic$ <\/a>
Cryptic daily stand up<\/figcaption><\/figure>\n\n\n\n
The Daily Scrum is one ceremony that the teams following Scrum adopt quickly. There are some hiccups initially, which are sorted out, often with inputs from the coach\/guide. The ceremony is on time and at fixed time, occurs even if Scrum Master is not present, team members unable to attend do call in or provide an email update. Good going!<\/p>\n\n\n\n
Now slowly things change and either the updates become cryptic or verbose. After observing many teams go through this, what comes to my mind is a famous rhetorical question on delays in projects:<\/p>\n\n\n\n
Q: How does a project get delayed by a month?<\/em><\/p>\n\n\n\n
A: One day at a time.<\/em><\/p>\n\n\n\n
Now why am I quoting this here? Because something similar happens. The updates go towards cryptic or verbose as one person goes in that direction and that is not observed\/ corrected. The Scrum Master has a key role in ensuring that the scrum process is followed, he has to be alert to this.<\/p>\n\n\n\n
Here is a typical scenario:<\/p>\n\n\n\n
Mohan is working on a task TKS-210 and has had a bit of a struggle with it. His update in the daily scrum is:<\/p>\n\n\n\n
I was working on TKSK-210, will continue, no impediments. (Sigh.)<\/p>\n\n\n\n
This is accepted, i.e., no one asks any questions, maybe the team members understand the status.<\/p>\n\n\n\n
The next day update too is similar. Now it is likely that couple more team members shift to this style of update. There is an innate, unconscious tendency in humans to mimic, imitate or follow other people, which surfaces time to time. Very soon all updates become similar.<\/p>\n\n\n\n
The ideal update would include some information on -
How much work is done?
When the work is expected to complete?
If completing soon, the team member will certainly state what task he is planning to pick up next.<\/p>\n\n\n\n
Is it quite possible that the thinking on \u201cwhat next\u201d will not happen in the minds, and that is not good. There is a possibility that \u201cI will continue...\u201d kind of update will result in the person continue on task and not take up another, even if it were possible, as words said aloud influence thoughts\/thinking.<\/p>\n\n\n\n
So the Scrum Master and the team has to be alert to how the updates are provided. They can always ask questions to elicit relevant information.<\/p>\n\n\n\n
One practice that will help - is the updating of remaining hours on the task. This if done regularly, will surface in the Daily Scrum and result in update being more specific. If the remaining hours on a task is a fraction of the day, it prompts the team member to the \u201cwhat next\u201d thinking, and share the same.<\/p>\n\n\n\n
Do you have any similar experiences? Would like to hear them as well as your views.<\/p>\n","post_title":"Keeping Daily Scrum focused...","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"keeping-daily-scrum-focused","to_ping":"","pinged":"","post_modified":"2024-01-29 14:49:32","post_modified_gmt":"2024-01-29 14:49:32","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3510","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3343,"post_author":"26","post_date":"2015-05-15 09:38:10","post_date_gmt":"2015-05-15 04:08:10","post_content":"\n
As a coach, a recurring situation one faces, towards the end of the first sprint after the coaching has started, is the push and shove to the retrospective. After seemingly making the team understand that two key aspect of Agile Scrum are to surface the problems at the earliest<\/strong> and avoiding any kind of waste<\/strong>. I naively expected that the team will be eager to do the retrospective, but wiser now.<\/p>\n\n\n\n
$\"lookingback\"$ <\/figure>\n\n\n\n
<\/p>\n\n\n\n
The team will be scrambling to wrap up the work and close all stories to meet the sprint commitment made, the sprint will be kept open till the the very end and at times a few hours into the next sprint. The Sprint Planning for next sprint has to start, the Sprint Review needs to happen for stories to be closed, where is the time for retrospective? Can it be done next time?<\/p>\n\n\n\n
At times they combine Retrospective and Sprint Planning, which results in speeding through the retrospective and getting quickly into the planning. Add to this the different locations and time zones of the PO and Scrum Team. The retrospective at times is scheduled after Sprint Planning, which is anyway better than not having it at all.<\/p>\n\n\n\n
So here is how it goes, the three questions are asked, inputs collated and a mail sent to all stakeholders and the collated inputs made available in a common area. Very less focus on listening to each other and trying to resolve issues.<\/p>\n\n\n\n
The way I deal with this is that I share with the Scrum Master and team on how an ideal Retrospective should proceed and leave it to them to get close to it:
- Use post-its to capture what went well, stick on board, have one of team read all of it. Clarify any point that is not clear,
- Same for what did not go well,
- Same for what they would start to do,
- At this juncture prioritize the start to do\/action items and brainstorm, starting from top till the time runs out.<\/p>\n\n\n\n
This has worked well, teams typically identify one to three items and come up with reasonable details for implementing them. If required I remind them of these mid sprint, some steps are taken and progress made, this helps in them getting into the habit of doing retrospectives regularly.<\/p>\n\n\n\n
One more point to note is that a problem that seems \u201ca way of life\u201d, at end of first sprint may get some solutions, in the subsequent sprint. My reading of this is that the problem when noted first is annoying and frustrating, team is mentally tired to work on it. But when the same problem surfaces again, they are able to come up with a solution, as the frustration is vented in past.<\/p>\n\n\n\n
Let me share one example. This is to do with a scarce DBA resource causing stories to be re-opened due to delayed inputs\/review. At the end of first sprint they made note of this issue and came out strongly on \u201cthis how it is going to be\u201d, \u201cwe have escalated enough already in past\u201d. The issue surfaced again in next sprint, as it was discussed before, the emotions were in check. One of team suggested that we use the grooming pattern, i.e., plan\/do in advance. They figured out a way to deal with it.<\/p>\n\n\n\n
Another oft repeating issue is the frustration of not being able to close a story, because just the show and tell (demo) could not happen, or a build and test in correct environment was not completed due to big queue in CM. The team argues for closing the story, they feel that they are loosing story points for no fault of theirs. Here as a coach, one has to reinforce the concept of \u201cDone\u201d and revisit the concept of \u201cVelocity\u201d.<\/p>\n","post_title":"Initial coaching interventions for Retrospectives","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"initial-coaching-interventions-for-retrospectives","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:04","post_modified_gmt":"2024-01-29 14:50:04","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3343","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3339,"post_author":"26","post_date":"2015-04-11 09:33:55","post_date_gmt":"2015-04-11 04:03:55","post_content":"\n
Teams new to Scrum have a product backlog. The backlog will be groomed to some degree, typically have clarity for up to one to two sprints. The priority will be clear, with fair amount of detail on the requirements. The estimates may be present, it could be story points or a masked form of an effort estimate.<\/p>\n\n\n\n
The Product Owner (PO), who is not co-located in most of the teams will participate in Sprint Planning and along with the Scrum Master and team pick a set of stories to be done in the Sprint. After this the team jumps into doing the work. Detailed Sprint Planning is given a miss as PO will not be available for the entire duration and the team reluctant to do task based estimate for variety of reasons, if they do it is done by a few senior members of the team.<\/p>\n\n\n\n
This is where the first intervention from coach is needed, coax them to do detailed planning i.e., break down the stories into tasks and corresponding effort estimates. Insist that the entire team be involved and ensure that they balance the work they are taking up with the capacity the team has. Here is where they get to see one of the characteristics of Scrum \u2013 uncovering the problems at the earliest, and as a coach one should ensure that they become aware of it.<\/p>\n\n\n\n
$\"Sprint_Plan_1\"$ <\/figure>\n\n\n\n
Few things they discover:
- there may not be enough Analysis\/Dev\/DBA\/QA capacity in the team
- some of the team may not be fully utilized
- as they break down stories to tasks they realize that some stories cannot be completed, due to external dependencies, that is unlikely to be fulfilled.
- they may require more information from the PO.
- lastly the entire team gains an understanding what is planned to be accomplished.<\/p>\n\n\n\n
And it is interesting to see how they work around this:
- make use of team members not fully utilized to accomplish some of the tasks.
- the above at times involves redistributing the work, so that team members volunteering outside their domain, can take up relatively simpler tasks.
- go back to PO\/stakeholders and try to get the dependencies resolved or pick another story, this one requires a push from coach.
- get clarity on requirements from PO, this has to happen the next day.
- re-adjust the sprint backlog taking the above into account.<\/p>\n\n\n\n
$\"Sprint_Plan_2\"$ <\/figure>\n\n\n\n
At times guidelines are adhered to, planning sessions is time-boxed, they assume that all planning needs to happen in one sitting. Here is where, as a coach, one has to make them see the \"why\" behind a particular step, \"what\" outcome is desired? The outcome of having a proper Sprint Plan is more important than accomplishing it a single time-boxed session.<\/p>\n\n\n\n
As they complete this they realize that in past sprints, they grappled with these issues, towards the end of the sprint. Now they have ample time to cope with it \u2013 the benefit of Scrum uncovering problems earlier is leveraged.<\/p>\n\n\n\n
There is reluctance to do task effort estimates. In the traditional planning task estimates are done for entire project even with some requirements not being clear. This would have resulted in lot of waste, this coupled with notion that agile means no planning is the major cause of the reluctance. As a coach, one needs to highlight that there is better clarity on requirements and it is being done for just a sprint, so there is no waste. The reluctance is also due to lack of understanding of the difference between story point, size and effort estimates, this needs to be addressed.<\/p>\n\n\n\n
At this juncture the team is ready to make and take on the commitment with higher confidence. You can see the related blog on retrospectives.<\/p>\n","post_title":"Initial coaching interventions for Sprint Planning","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"initial-coaching-interventions-for-sprint-planning","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:24","post_modified_gmt":"2024-01-29 14:50:24","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3339","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1519,"post_author":"33","post_date":"2014-11-09 12:15:54","post_date_gmt":"2014-11-09 06:45:54","post_content":"\n
$\"\"\/$ <\/figure>\n\n\n\n
  <\/p>\n\n\n\n
Leaders have only two jobs:<\/p>\n\n\n\n
1) Getting work done<\/p>\n\n\n\n
2) Growing the people<\/p>\n\n\n\n
Coaching as a leadership\/management style achieves both.<\/p>\n\n\n\n
With Command & Control approach, managers may get the work done in the short term, by force. But that might have negative impacts on the team in terms of :<\/p>\n\n\n\n
- Lack of ownership<\/p>\n\n\n\n
- Low motivation<\/p>\n\n\n\n
- Poor quality output<\/p>\n\n\n\n
- Low productivity<\/p>\n\n\n\n
- Missed schedules etc.<\/p>\n\n\n\n
Command & Control might also impact development of team members negatively. Teams might wait for manager to give instruction. They might hesitate to take initiative as it might get overruled by the manager. They might stop thinking new & innovative ideas as the manager will always tell them what to do.<\/p>\n\n\n\n
On the other hand, with Coaching as the leadership style, managers will empower the team members to come out with new ideas, solutions and encourage them to implement them. They will help the team members to discover their strengths by asking questions & challenging them. This builds motivation and ownership in the team members.<\/p>\n\n\n\n
Having said that, there are situations where Managers need to use command & control approaches. For example, in a fire fighting situation where extremely quick response in needed. There will be a need for different approaches for different team members \u2013 someone may need more directive input & constant oversight and someone may need a lot of freedom.<\/p>\n\n\n\n
A good leader is one who has high self awareness, self-regulation, self-motivation and empathy through which he\/she can sense and respond differently, in a conscious way, to different situations & different people.<\/p>\n\n\n\n
However, to be a good Leader, coaching way of management style should be the most natural approach and command & control should be the exception.<\/p>\n","post_title":"Coaching vs Command & Control style of Management","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"coaching-vs-command-control-style-of-management","to_ping":"","pinged":"","post_modified":"2024-01-29 15:34:20","post_modified_gmt":"2024-01-29 15:34:20","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1519","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1456,"post_author":"31","post_date":"2014-11-09 12:15:37","post_date_gmt":"2014-11-09 06:45:37","post_content":"\n
In an earlier article \u201cJourney of a coach \u2013 theory & practice (Part I)<\/a>, we introduced the \u201ccircles of influence\u201d which form the context (see diagram below) for coaching process.<\/p>\n\n\n\n
$\"image\"$ <\/a> The circles in the diagram above have a significant bearing on coaching effectiveness and need to be addressed by the coach using the theory of coaching (such as Whitmore\u2019s book on \u201cCoaching for Performance\u201d). In the case of some circles, the theory may \u201cend\u201d at some point and the coach will have \u201cinterpret\u201d and \u201cextend\u201d it for the specific coachee situation at hand.<\/p>\n\n\n\n
We covered the following in Part I of this article:<\/p>\n\n\n\n
\u00b7 Circle #1: Are all situations \u201ccoaching situations\u201d?<\/p>\n\n\n\n
\u00b7 Circle #2: Are people always receptive to coaching?<\/p>\n\n\n\n
In this Part II, we will cover the two remaining circles.<\/p>\n\n\n\n
Circle #3: Are coaches sometimes helpless?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
Circle #3 above regarding \u201cbeliefs, perceptions and personal circumstances\u201d can actually be quite a hard shell hindering coaching progress. But it is often an invisible hard shell because people will share only so much of their innermost beliefs and personal circumstances even though they are impacting their work performance. Coaches make chance discoveries of this shell in the Reality check part (that is, the current state of affairs that needs to improve to meet the Goal) of the Goal-Reality-Options-Will (GROW) model of Whitmore. Here are examples:<\/p>\n\n\n\n
\u00b7 A coachee once candidly admitted that he was himself the reason for his declining performance at work. The reason was that his family was going through his sister\u2019s painful divorce in the US and her life coming back to India. He just could not go about work as usual<\/p>\n\n\n\n
\u00b7 A second coachee had a lot of issues with his manager. He felt that the manager\u2019s lack of domain knowledge resulted in his not realizing & recognizing the value of the coachee\u2019s work. In addition, the coachee seemed to indicate that lack of recognition of his work had to do with his belonging to a minority religious community in India<\/p>\n\n\n\n
\u00b7 Yet another coachee told my colleague (also a Performance Coach) that her problems arose because her boss was an inveterate woman-hater<\/p>\n\n\n\n
These are situations of tight-rope walking for a performance coach! In situations of personal crisis, the coach may only help by sympathetic and patient listening. This may help the coachee more than one would think \u2013 just getting the problem \u201coff his chest\u201d often helps and relieves stress. Being less stressed, he may be able to come to grips with his personal predicament and deal with it better. However, coachee\u2019s entrenched beliefs on, say, religion and gender can be very challenging for the coach to deal with. Some deep-rooted beliefs may indicate pathology needing help from a trained therapist \u2013 far beyond the scope of performance coaching and the ability of the coach.<\/p>\n\n\n\n
Circle #4: Is the coachee\u2019s work environment conducive?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The last circle of influence is the coachee\u2019s work. Sometimes, people have told me that they are \u201cstuck\u201d in positions \u2013 say, \u201croutine\u201d software bug fixing and maintenance where there is really no scope for \u201clearning, enjoyment and fulfillment\u201d (you may like to read My Team is not motivated!!!<\/a> by my colleague Prasanna Moses on this). Most of us would agree that there is far less drudgery at work in today\u2019s knowledge-centric world than even just 30 years ago. We would also agree that there is no such thing as 100% \u201csexy\u201d work (unless of course, you are doing breakthrough work of your calling \u2013 say, in quantum computing). So, when coachees complain about their current work\/role and the lack of sexiness thereof, I ask them questions about what makes it boring, what they can do about it and so on \u2013 hopefully making them better aware of interesting possibilities in what they were doing. In some cases, people have hinted to me that they are considering quitting their \u201cboring\u201d job and looking for a reaction. Under such circumstances, to be fair to the coachee and to the coachee\u2019s employer (who is paying my fees!), I would say the best option is to ask the coachee questions exploring his rationale for leaving (without being judgmental on whether it is right or wrong) \u2013 like what does he think leaving the job will achieve, how will it get him closer to his goals, how is he sure that the same problems would not repeat themselves in the new organization and so on. The ultimate decision should be the coachee\u2019s based on introspection triggered by your questions. He may still choose to quit \u2013 but that is another matter! As far as you are concerned as a coach, you have played it fair & square. It is not unthinkable that you as the coach may actually agree with his rationale for seeking another job!<\/p>\n\n\n\n
A related aspect is also the organizational environment in which the coachee works \u2013 over & above his immediate work\/role discussed above. In sports coaching, the strong individual motivation is a given and the coachee has a great deal of control over what he can and cannot do to enhance his performance. The circumstances for software project managers are different. Their GROW model is in the context of an organization with its culture, policies, processes and so on. As a coach, I have encountered some real challenges here \u2013 the Project Manager may be aspiring to do something of value in his project but his line management and work environment may not be supportive. Some organizational policies can be insensitive to people and even draconian. In one software development organization, if project team members logged in less than 40 hours per week of approved work, there would be automatic cuts in their pay while the significant additional work needed at other times went scarcely noticed! How can one be expected to learn and enjoy their work in such an environment? In such cases, we do bring it up with the line management for addressing them and offer our help as well. To be honest, it worked sometimes and it did not in as many cases.<\/p>\n\n\n\n
In summary, as a practicing coach, you are bound to run into situations like the ones above which make you stop and ponder as to what extent theory can lead practice! You may need to introspect and think of newer ways of extending \u201ctheory\u201d or just use good old common sense and move on! At PM Power, we have the coaches\u2019 conclave where these situations are discussed to see how best to help the coachee considering all the circles of influence. It has significantly helped our coaches in specific situations and in honing their coaching skills in general.<\/p>\n\n\n\n
We invite you to share your coaching experiences (as a coach or a coachee) and we would be happy to share our perspectives which may be of help. You may reach us at info@pm-powerconsulting.com.<\/p>\n","post_title":"Journey of a coach - theory & practice (Part II)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-ii","to_ping":"","pinged":"","post_modified":"2024-01-29 10:54:32","post_modified_gmt":"2024-01-29 10:54:32","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1456","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1514,"post_author":"31","post_date":"2014-11-02 12:24:22","post_date_gmt":"2014-11-02 06:54:22","post_content":"\n
A speaker finishes a great speech \u2013 at least, HE thinks it is great! He then asks, \u201cAny questions?\u201d What does he expect? If I were him, I would expect the audience to demonstrate a level of understanding of what the speech was all about and ask meaningful questions - clarifying the ground covered and even extending from there.<\/p>\n\n\n\n
These are situations where one actually wants to be questioned to get a sense a satisfaction that the effort (the speech, in this case) has been worthwhile. But there are other situations where being questioned has a very negative connotation. It implies questioning the ability of the person being questioned or the work that he has done.<\/p>\n\n\n\n
The important thing is that the intent of questioning should be to seek understanding rather than putting down someone. Hence, even the tone of questioning is very important. Consider the difference between, \u201cWhy did you do THAT?\u201d and \u201cWhat are your reasons for doing THAT?\u201d<\/p>\n\n\n\n
The tone of the former question is judgmental while the same question asked differently demonstrates an openness and a neutral tone. The tone is important because it can either put people off & make them defensive or it can make them relaxed and explain their rationale for an idea or a course of action.<\/p>\n\n\n\n
From the above, it follows that there is a big difference between \u201cquestioning\u201d and \u201casking questions\u201d.<\/p>\n\n\n\n
$\"image\"$ <\/figure>\n\n\n\n
In the work context, a manager who adopts an approach of \u201casking questions\u201d enables an environment where his reportees apply their mind to the situation at hand and exercise their best judgment on the right course of action.<\/p>\n\n\n\n
The manager can use questions to expand the reportee\u2019s thinking and make him aware of aspects he may not have thought of (instead of just instructing him what to do).<\/p>\n\n\n\n
Hence asking questions contributes to the reportee\u2019s overall development and ability to deal with situations with minimal oversight. Equally important, it enables greater responsibility on the part of the reportee so that the implementation aspects of his suggestions are fully owned by him.<\/p>\n\n\n\n
Through this, the manager\u2019s time is also freed up from routine oversight functions to take up important but not urgent tasks.<\/p>\n\n\n\n
In a highly dynamic world, the approach of \u201casking questions\u201d is not just \u201ca nice to have\u201d but an imperative to empower people and ensure that the organization as a whole responds fast to changes in the environment.<\/p>\n\n\n\n
\u201cAsking questions\u201d is an essential part of the tool set of a coach who may be the line manager himself. You consciously adopt the approach for improving the \u201cawareness\u201d of the coachee and therefore, open his mind to his perceptions & other possibilities and take \u201cresponsibility\u201d for the options for actions that he chooses.<\/p>\n\n\n\n
Finally, adopting the approach of \u201casking questions\u201d needs a complementing skill which is ACTIVE listening. A coach cannot sustain a session of asking questions without actually listening well, understanding and re-phrasing of what the coachee says.<\/p>\n\n\n\n
As with most things in life, practice makes perfect \u2013 it takes time and experience to hone the approach of asking questions and the skill of active listening. But they can indeed be developed for individual and organizational benefit. The time to start is NOW!<\/p>\n","post_title":"Questioning and Asking Questions - what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"questioning-and-asking-questions-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:02","post_modified_gmt":"2024-01-29 10:55:02","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1514","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1448,"post_author":"31","post_date":"2014-11-02 06:59:09","post_date_gmt":"2014-11-02 01:29:09","post_content":"\n
This article is part of the series on \u201cJourney of a coach\u201d covering my experiences as a performance coach. You may have the read an earlier article in the series on \u201cJourney of a coach \u2013 the beginning\u201d<\/a>. The journey continues here...<\/p>\n\n\n\n
Yogi Berra, New York Yankees baseball player (arguably the best catcher of all time) said, \u201cIn theory, there is no difference between theory & practice. But in practice, there is!\u201d So, this article is about the theory & practice of coaching for performance \u2013 not baseball players but people managing software projects.<\/p>\n\n\n\n
In my context, the \u201ctheory\u201d was mostly \u201cCoaching for Performance\u201d by John Whitmore (by the way, there is another article of mine on Whitmore<\/a> if you are interested). The \u201cpractice\u201d was, of course, my actual experiences over the years.<\/p>\n\n\n\n
A caveat \u2013 I am not here to debunk theory and hail practice - as a cardiac surgeon might! I have a great deal of respect for Whitmore\u2019s book on Coaching for Performance. The book provided a solid reference and a practical guide for my work as a coach all these years.<\/p>\n\n\n\n
However, I do have my own \u201cinterpretations\u201d and \u201cextensions\u201d of the theory in actual practice which I wish to share. I will use the diagram below which shows the context for coaching.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
You can see the \u201ccircles of influence\u201d around the coachee which would have a bearing on coaching and its effectiveness. We will cover each of these circles with examples. Note that the coach\u2019s experience, beliefs and perceptions are also significant in the context in addition to his skills for coaching.<\/p>\n\n\n\n
Circle #1: Are all situations \u201ccoaching situations\u201d?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The first circle of influence is the coaching situation faced by the coachee at work. For example, it could be that he is recently promoted and finds gaining acceptance in his team a challenge.<\/p>\n\n\n\n
The question is whether all such work situations are amenable for coaching - whether you are the manager of the coachee or an external coach. If you follow the \u201ctheory\u201d (that is Whitmore), a coaching style can become the default management style of the entire organization for all occasions.<\/p>\n\n\n\n
In other words, all manager-reportee interactions can naturally follow the coaching style \u2013 the manager following the sequence of helping his reportee to identify the goal he is seeking to achieve, assess the current state of affairs, consider the available options to achieve the goal and making the commitment-making to make it happen.<\/p>\n\n\n\n
That is all very well, but what if you are a commando fighting a guerrilla war in a jungle and see a metal tube from the foliage pointing at you. Your commander (\u201cmanager\u201d) is not going to coach you through the situation, is he?<\/p>\n\n\n\n
There are also other equivalent (but less extreme) situations at work when time is of essence and all that the coachee needs is information or simple direction (like for example, how to balance staff loading in a project schedule).<\/p>\n\n\n\n
So, my interpretation of theory is that there is better pay-off of coaching in some situations than others. However, there are many, many work situations wherein the quality of work<\/b> or results<\/b> is very important, the learning<\/b> for the coachee very important and it is not an emergency<\/b>. Coaching is very relevant in those cases.<\/p>\n\n\n\n
Circle #2: Are people always receptive to coaching?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The next circle of influence is relating to how receptive people are to coaching even if their work situation was amenable for it.<\/p>\n\n\n\n
Are they motivated enough to become more aware<\/b> and take responsibility<\/b> by themselves and not just because their employer has enrolled them in a training & coaching program?<\/p>\n\n\n\n
Maslow\u2019s theory is that motivation is linked to the stage an individual is at in a hierarchy of needs (see diagram below from Whitmore\u2019s Coaching for Performance). Note that Whitmore has split Maslow\u2019s Esteem stage into two \u2013 Esteem from others and Self-esteem.<\/p>\n\n\n\n
At the stage of Esteem from others, one is looking \u201cexternal\u201d recognition and prestige as motivators. At the stage of Self-esteem, external motivators tend to become less important. More important is the need to make a difference and being empowered to do so enhancing self-esteem. This self-esteem stage is where coaching makes the biggest impact for personal growth.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
Source: Coaching for Performance by John Whitmore<\/i><\/p>\n\n\n\n
There are a few more \u201ccircles\u201d to cover which we will in Part II of the article.<\/p>\n\n\n\n
Till then...<\/p>\n","post_title":"Journey of a coach - theory & practice (Part I)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-i","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:34","post_modified_gmt":"2024-01-29 10:55:34","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1521,"post_author":"26","post_date":"2014-10-30 10:57:02","post_date_gmt":"2014-10-30 05:27:02","post_content":"\n
$\"Network_whenhow2\"$ <\/a><\/figure>\n\n\n\n
One is never without a network and if you are reading this - it may be more to know how to grow it and\/or to overcome obstacles, often due to one's level comfort with so called \"networking\".<\/p>\n\n\n\n
If you look at how you:<\/p>\n\n\n\n
\n
got the opportunity to work in your current position<\/li>\n\n\n\n
got into your college\/school<\/li>\n\n\n\n
got your house on rent or bought your apartment<\/li>\n<\/ul>\n\n\n\n
you will see that a network - formal, informal or virtual (internet based) was at play.<\/p>\n\n\n\n
I will focus on growing your professional network and a few simple steps for it and not delve into specifics of social media, as all of you would be familiar with it.<\/p>\n\n\n\n
First, start with your existing network - which will be your current and past colleagues, your college and school alumni, friends and family. See that you stay in touch with them, by meeting them up or electronically, if you are not in touch start right away. Sending greetings for important occasions, festivals and events is a good way to start. Make it a point to call a few of them over the commute\/ weekends and work on the complete list slowly and steadily, start at top the list again once you complete it.<\/p>\n\n\n\n
What if you need to ask for a reference or a favor from a person with whom you are not in regular touch. The best way to is to be honest, there is no point in coming up with a phony reason to get in touch with them and ask for what you want. Your honesty will be appreciated, after that do thank them and make an effort to stay in touch with them. See that your nurture this set of contacts where you have already made a start.<\/p>\n\n\n\n
Once, when I was looking out for a job using my network, I made it a point to call and thank all those who forwarded my resume to their contacts and I sent a book as a gift to thank all those contacts whose help took me to the interview stage. I did it without any motive and what amazed me was the warmth from these contacts in all my future interactions.<\/p>\n\n\n\n
Second area to focus on are the professional events - there will be events where your technical or managerial domain will be the focus. You may be sponsored\/encouraged by your organizations to attend them, do not let is pass citing an excuse of being busy. Do make time to attend a few of them. If you find that you do not have this opportunity then see that you find such events and enroll yourself.<\/p>\n\n\n\n
In my experience these events certainly help you make a few contacts, you will always find a few persons whom you will find interesting and knowledgeable and connect effortlessly. The key is to nurture this - see that you follow-up with a mail and\/or a call.<\/p>\n\n\n\n
If you are the type who feels inhibited to make an opening, then do not worry. I was advised by one of my mentors to just listen and not worry about talking and enjoy being there. If you listen and observe intently you will find yourself talking soon. Your focus on the interactions and not on your perceived ability, does the trick. Try it a couple of times and see for yourself.<\/p>\n\n\n\n
Lastly, for anything to succeed one has to have the desire, then comes the effort and discipline for achieving it. A small progress or a step with positive result, is the best encouragement for you to strive towards your goals. Do ponder on your actions and results to stay focused on continuing to do this.<\/p>\n\n\n\n
One related question I hear from many of my coachees is \"visibility\" within the organization. More on that in a later post.<\/p>\n","post_title":"Networking - when and how to begin?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"networking-when-and-how-to-begin","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:58","post_modified_gmt":"2024-01-29 14:50:58","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1521","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1517,"post_author":"30","post_date":"2014-10-29 09:30:26","post_date_gmt":"2014-10-29 04:00:26","post_content":"\n
$\"sell-it\"$ <\/a><\/figure>\n\n\n\n
As a child, I used to come up with various ideas for almost anything, and ask for Rs. 1000\/- per idea. Being a child, nobody would want to pay money, that too a thousand Rupees \u2013 but, I would get something else as an appreciation for my efforts. A toffee, a cone ice cream etc.<\/p>\n\n\n\n
Further on, when I used to be active in small groups, selling was more of ideas and to get the team to converge on something, that the group can take as an action.<\/p>\n\n\n\n
As a team leader, I needed to sell the vision of the project to the team, to get everybody\u2019s buy in.<\/p>\n\n\n\n
More recently, I have been in contact with many aspiring and active entrepreneurs. Selling is something that they do with every breath.<\/p>\n\n\n\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 10 of 12 Previous 1 … 9 10 11 12 Next

\n
I don\u2019t believe the systems per se are the issue. I believe it\u2019s the implementation that\u2019s an issue. Additionally an organization, should be keeping the system aligned with the expected behaviour from its employees. How much does team performance matter? How much does individual performance matter? Or can the organization go beyond this?<\/p>\n\n\n\n
What are the real issues ?<\/strong><\/p>\n\n\n\n
So where do the real issues come in then, with appraisals?<\/p>\n\n\n\n
First, I have seen that when I as a manager have not been giving regular feedback through the year, and helping with the development plan of my team member, I run into a problem at the end of the year. The appraisals look more like reprisals to the employee \u2013 because if they had appropriate feedback, they could have taken necessary pro-active steps to ensure their success and eventually the organization success.<\/p>\n\n\n\n
Next, when the stated organizational position is absolute performance, but then an organization thru unwritten action pushes the manager to necessarily fit a bell curve \u2013 it creates invisible chaos. I have noticed many a manager then succumbs to the pressure, because after all his\/ her own rating would be at stake if the unwritten expectation is not acted upon. Later when briefing the team there\u2019s a disconnect when the team member questions the ranking. The manager cannot explicitly state he did not stick to the organization philosophy and neither state he succumbed to the chain of command\u2019s unwritten message.<\/p>\n\n\n\n
Or when in an absolute performance system, there\u2019s an initial euphoria \u2013 with everyone knowing that they probably bettered the stated expectation. However if the organization has not outperformed \u2013 the limited goodies that come along now get split more evenly with more people. So does it now lead employees to believe that the good grading is a placebo. Should the organization have been more diligent in the level of the target being set early on in the game? Will it now start making the team not worry about the grading and encourage mediocrity?<\/p>\n\n\n\n
In addition to all these, not every thing we do is easily measurable, much less comparable. So the objectivity of the manager is already subject to his\/ her pre-existing perspective. So, can the manager ensure that it does not cloud the appraisal process?<\/p>\n\n\n\n
In Conclusion<\/strong><\/p>\n\n\n\n
In conclusion, I would say that if the true strategy of the organization and its execution is aligned and well stated, it will make any system work reasonably well. Or not doing that every system will create only a set of issues.<\/p>\n\n\n\n
Personally, I would like to see a system where the organization decentralizes this decision at the level at which people can make the decisions on allocation of budgets, career moves, promotions, hiring and firing \u2013 which in many ways are the outcome of this process. The closer you bring this to the place of action, the better aligned it will be to the needs of the team. The process of allocation from the corporate to these groups itself, should also be made clear up-front. That to me is true empowerment. That to me will show the ability of the corporate to create a self-managing organization.<\/p>\n\n\n\n
What\u2019s your thought? Do you think these systems can be fairly built or is it a mirage? If yes, how do you do it? If you think it\u2019s a mirage, then how do you lead in today\u2019s knowledge industry?<\/p>\n\n\n\n
<\/p>\n","post_title":"Performance Appraisal : Bell Curve or Absolute Performance - What's good?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"performance-appraisal-bell-curve-or-absolute-performancewhats-good","to_ping":"","pinged":"","post_modified":"2024-09-23 20:14:40","post_modified_gmt":"2024-09-23 14:44:40","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3391","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3510,"post_author":"26","post_date":"2015-06-12 13:52:40","post_date_gmt":"2015-06-12 08:22:40","post_content":"\n
$\"Cryptic$ <\/a>
Cryptic daily stand up<\/figcaption><\/figure>\n\n\n\n
The Daily Scrum is one ceremony that the teams following Scrum adopt quickly. There are some hiccups initially, which are sorted out, often with inputs from the coach\/guide. The ceremony is on time and at fixed time, occurs even if Scrum Master is not present, team members unable to attend do call in or provide an email update. Good going!<\/p>\n\n\n\n
Now slowly things change and either the updates become cryptic or verbose. After observing many teams go through this, what comes to my mind is a famous rhetorical question on delays in projects:<\/p>\n\n\n\n
Q: How does a project get delayed by a month?<\/em><\/p>\n\n\n\n
A: One day at a time.<\/em><\/p>\n\n\n\n
Now why am I quoting this here? Because something similar happens. The updates go towards cryptic or verbose as one person goes in that direction and that is not observed\/ corrected. The Scrum Master has a key role in ensuring that the scrum process is followed, he has to be alert to this.<\/p>\n\n\n\n
Here is a typical scenario:<\/p>\n\n\n\n
Mohan is working on a task TKS-210 and has had a bit of a struggle with it. His update in the daily scrum is:<\/p>\n\n\n\n
I was working on TKSK-210, will continue, no impediments. (Sigh.)<\/p>\n\n\n\n
This is accepted, i.e., no one asks any questions, maybe the team members understand the status.<\/p>\n\n\n\n
The next day update too is similar. Now it is likely that couple more team members shift to this style of update. There is an innate, unconscious tendency in humans to mimic, imitate or follow other people, which surfaces time to time. Very soon all updates become similar.<\/p>\n\n\n\n
The ideal update would include some information on -
How much work is done?
When the work is expected to complete?
If completing soon, the team member will certainly state what task he is planning to pick up next.<\/p>\n\n\n\n
Is it quite possible that the thinking on \u201cwhat next\u201d will not happen in the minds, and that is not good. There is a possibility that \u201cI will continue...\u201d kind of update will result in the person continue on task and not take up another, even if it were possible, as words said aloud influence thoughts\/thinking.<\/p>\n\n\n\n
So the Scrum Master and the team has to be alert to how the updates are provided. They can always ask questions to elicit relevant information.<\/p>\n\n\n\n
One practice that will help - is the updating of remaining hours on the task. This if done regularly, will surface in the Daily Scrum and result in update being more specific. If the remaining hours on a task is a fraction of the day, it prompts the team member to the \u201cwhat next\u201d thinking, and share the same.<\/p>\n\n\n\n
Do you have any similar experiences? Would like to hear them as well as your views.<\/p>\n","post_title":"Keeping Daily Scrum focused...","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"keeping-daily-scrum-focused","to_ping":"","pinged":"","post_modified":"2024-01-29 14:49:32","post_modified_gmt":"2024-01-29 14:49:32","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3510","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3343,"post_author":"26","post_date":"2015-05-15 09:38:10","post_date_gmt":"2015-05-15 04:08:10","post_content":"\n
As a coach, a recurring situation one faces, towards the end of the first sprint after the coaching has started, is the push and shove to the retrospective. After seemingly making the team understand that two key aspect of Agile Scrum are to surface the problems at the earliest<\/strong> and avoiding any kind of waste<\/strong>. I naively expected that the team will be eager to do the retrospective, but wiser now.<\/p>\n\n\n\n
$\"lookingback\"$ <\/figure>\n\n\n\n
<\/p>\n\n\n\n
The team will be scrambling to wrap up the work and close all stories to meet the sprint commitment made, the sprint will be kept open till the the very end and at times a few hours into the next sprint. The Sprint Planning for next sprint has to start, the Sprint Review needs to happen for stories to be closed, where is the time for retrospective? Can it be done next time?<\/p>\n\n\n\n
At times they combine Retrospective and Sprint Planning, which results in speeding through the retrospective and getting quickly into the planning. Add to this the different locations and time zones of the PO and Scrum Team. The retrospective at times is scheduled after Sprint Planning, which is anyway better than not having it at all.<\/p>\n\n\n\n
So here is how it goes, the three questions are asked, inputs collated and a mail sent to all stakeholders and the collated inputs made available in a common area. Very less focus on listening to each other and trying to resolve issues.<\/p>\n\n\n\n
The way I deal with this is that I share with the Scrum Master and team on how an ideal Retrospective should proceed and leave it to them to get close to it:
- Use post-its to capture what went well, stick on board, have one of team read all of it. Clarify any point that is not clear,
- Same for what did not go well,
- Same for what they would start to do,
- At this juncture prioritize the start to do\/action items and brainstorm, starting from top till the time runs out.<\/p>\n\n\n\n
This has worked well, teams typically identify one to three items and come up with reasonable details for implementing them. If required I remind them of these mid sprint, some steps are taken and progress made, this helps in them getting into the habit of doing retrospectives regularly.<\/p>\n\n\n\n
One more point to note is that a problem that seems \u201ca way of life\u201d, at end of first sprint may get some solutions, in the subsequent sprint. My reading of this is that the problem when noted first is annoying and frustrating, team is mentally tired to work on it. But when the same problem surfaces again, they are able to come up with a solution, as the frustration is vented in past.<\/p>\n\n\n\n
Let me share one example. This is to do with a scarce DBA resource causing stories to be re-opened due to delayed inputs\/review. At the end of first sprint they made note of this issue and came out strongly on \u201cthis how it is going to be\u201d, \u201cwe have escalated enough already in past\u201d. The issue surfaced again in next sprint, as it was discussed before, the emotions were in check. One of team suggested that we use the grooming pattern, i.e., plan\/do in advance. They figured out a way to deal with it.<\/p>\n\n\n\n
Another oft repeating issue is the frustration of not being able to close a story, because just the show and tell (demo) could not happen, or a build and test in correct environment was not completed due to big queue in CM. The team argues for closing the story, they feel that they are loosing story points for no fault of theirs. Here as a coach, one has to reinforce the concept of \u201cDone\u201d and revisit the concept of \u201cVelocity\u201d.<\/p>\n","post_title":"Initial coaching interventions for Retrospectives","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"initial-coaching-interventions-for-retrospectives","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:04","post_modified_gmt":"2024-01-29 14:50:04","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3343","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3339,"post_author":"26","post_date":"2015-04-11 09:33:55","post_date_gmt":"2015-04-11 04:03:55","post_content":"\n
Teams new to Scrum have a product backlog. The backlog will be groomed to some degree, typically have clarity for up to one to two sprints. The priority will be clear, with fair amount of detail on the requirements. The estimates may be present, it could be story points or a masked form of an effort estimate.<\/p>\n\n\n\n
The Product Owner (PO), who is not co-located in most of the teams will participate in Sprint Planning and along with the Scrum Master and team pick a set of stories to be done in the Sprint. After this the team jumps into doing the work. Detailed Sprint Planning is given a miss as PO will not be available for the entire duration and the team reluctant to do task based estimate for variety of reasons, if they do it is done by a few senior members of the team.<\/p>\n\n\n\n
This is where the first intervention from coach is needed, coax them to do detailed planning i.e., break down the stories into tasks and corresponding effort estimates. Insist that the entire team be involved and ensure that they balance the work they are taking up with the capacity the team has. Here is where they get to see one of the characteristics of Scrum \u2013 uncovering the problems at the earliest, and as a coach one should ensure that they become aware of it.<\/p>\n\n\n\n
$\"Sprint_Plan_1\"$ <\/figure>\n\n\n\n
Few things they discover:
- there may not be enough Analysis\/Dev\/DBA\/QA capacity in the team
- some of the team may not be fully utilized
- as they break down stories to tasks they realize that some stories cannot be completed, due to external dependencies, that is unlikely to be fulfilled.
- they may require more information from the PO.
- lastly the entire team gains an understanding what is planned to be accomplished.<\/p>\n\n\n\n
And it is interesting to see how they work around this:
- make use of team members not fully utilized to accomplish some of the tasks.
- the above at times involves redistributing the work, so that team members volunteering outside their domain, can take up relatively simpler tasks.
- go back to PO\/stakeholders and try to get the dependencies resolved or pick another story, this one requires a push from coach.
- get clarity on requirements from PO, this has to happen the next day.
- re-adjust the sprint backlog taking the above into account.<\/p>\n\n\n\n
$\"Sprint_Plan_2\"$ <\/figure>\n\n\n\n
At times guidelines are adhered to, planning sessions is time-boxed, they assume that all planning needs to happen in one sitting. Here is where, as a coach, one has to make them see the \"why\" behind a particular step, \"what\" outcome is desired? The outcome of having a proper Sprint Plan is more important than accomplishing it a single time-boxed session.<\/p>\n\n\n\n
As they complete this they realize that in past sprints, they grappled with these issues, towards the end of the sprint. Now they have ample time to cope with it \u2013 the benefit of Scrum uncovering problems earlier is leveraged.<\/p>\n\n\n\n
There is reluctance to do task effort estimates. In the traditional planning task estimates are done for entire project even with some requirements not being clear. This would have resulted in lot of waste, this coupled with notion that agile means no planning is the major cause of the reluctance. As a coach, one needs to highlight that there is better clarity on requirements and it is being done for just a sprint, so there is no waste. The reluctance is also due to lack of understanding of the difference between story point, size and effort estimates, this needs to be addressed.<\/p>\n\n\n\n
At this juncture the team is ready to make and take on the commitment with higher confidence. You can see the related blog on retrospectives.<\/p>\n","post_title":"Initial coaching interventions for Sprint Planning","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"initial-coaching-interventions-for-sprint-planning","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:24","post_modified_gmt":"2024-01-29 14:50:24","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3339","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1519,"post_author":"33","post_date":"2014-11-09 12:15:54","post_date_gmt":"2014-11-09 06:45:54","post_content":"\n
$\"\"\/$ <\/figure>\n\n\n\n
  <\/p>\n\n\n\n
Leaders have only two jobs:<\/p>\n\n\n\n
1) Getting work done<\/p>\n\n\n\n
2) Growing the people<\/p>\n\n\n\n
Coaching as a leadership\/management style achieves both.<\/p>\n\n\n\n
With Command & Control approach, managers may get the work done in the short term, by force. But that might have negative impacts on the team in terms of :<\/p>\n\n\n\n
- Lack of ownership<\/p>\n\n\n\n
- Low motivation<\/p>\n\n\n\n
- Poor quality output<\/p>\n\n\n\n
- Low productivity<\/p>\n\n\n\n
- Missed schedules etc.<\/p>\n\n\n\n
Command & Control might also impact development of team members negatively. Teams might wait for manager to give instruction. They might hesitate to take initiative as it might get overruled by the manager. They might stop thinking new & innovative ideas as the manager will always tell them what to do.<\/p>\n\n\n\n
On the other hand, with Coaching as the leadership style, managers will empower the team members to come out with new ideas, solutions and encourage them to implement them. They will help the team members to discover their strengths by asking questions & challenging them. This builds motivation and ownership in the team members.<\/p>\n\n\n\n
Having said that, there are situations where Managers need to use command & control approaches. For example, in a fire fighting situation where extremely quick response in needed. There will be a need for different approaches for different team members \u2013 someone may need more directive input & constant oversight and someone may need a lot of freedom.<\/p>\n\n\n\n
A good leader is one who has high self awareness, self-regulation, self-motivation and empathy through which he\/she can sense and respond differently, in a conscious way, to different situations & different people.<\/p>\n\n\n\n
However, to be a good Leader, coaching way of management style should be the most natural approach and command & control should be the exception.<\/p>\n","post_title":"Coaching vs Command & Control style of Management","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"coaching-vs-command-control-style-of-management","to_ping":"","pinged":"","post_modified":"2024-01-29 15:34:20","post_modified_gmt":"2024-01-29 15:34:20","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1519","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1456,"post_author":"31","post_date":"2014-11-09 12:15:37","post_date_gmt":"2014-11-09 06:45:37","post_content":"\n
In an earlier article \u201cJourney of a coach \u2013 theory & practice (Part I)<\/a>, we introduced the \u201ccircles of influence\u201d which form the context (see diagram below) for coaching process.<\/p>\n\n\n\n
$\"image\"$ <\/a> The circles in the diagram above have a significant bearing on coaching effectiveness and need to be addressed by the coach using the theory of coaching (such as Whitmore\u2019s book on \u201cCoaching for Performance\u201d). In the case of some circles, the theory may \u201cend\u201d at some point and the coach will have \u201cinterpret\u201d and \u201cextend\u201d it for the specific coachee situation at hand.<\/p>\n\n\n\n
We covered the following in Part I of this article:<\/p>\n\n\n\n
\u00b7 Circle #1: Are all situations \u201ccoaching situations\u201d?<\/p>\n\n\n\n
\u00b7 Circle #2: Are people always receptive to coaching?<\/p>\n\n\n\n
In this Part II, we will cover the two remaining circles.<\/p>\n\n\n\n
Circle #3: Are coaches sometimes helpless?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
Circle #3 above regarding \u201cbeliefs, perceptions and personal circumstances\u201d can actually be quite a hard shell hindering coaching progress. But it is often an invisible hard shell because people will share only so much of their innermost beliefs and personal circumstances even though they are impacting their work performance. Coaches make chance discoveries of this shell in the Reality check part (that is, the current state of affairs that needs to improve to meet the Goal) of the Goal-Reality-Options-Will (GROW) model of Whitmore. Here are examples:<\/p>\n\n\n\n
\u00b7 A coachee once candidly admitted that he was himself the reason for his declining performance at work. The reason was that his family was going through his sister\u2019s painful divorce in the US and her life coming back to India. He just could not go about work as usual<\/p>\n\n\n\n
\u00b7 A second coachee had a lot of issues with his manager. He felt that the manager\u2019s lack of domain knowledge resulted in his not realizing & recognizing the value of the coachee\u2019s work. In addition, the coachee seemed to indicate that lack of recognition of his work had to do with his belonging to a minority religious community in India<\/p>\n\n\n\n
\u00b7 Yet another coachee told my colleague (also a Performance Coach) that her problems arose because her boss was an inveterate woman-hater<\/p>\n\n\n\n
These are situations of tight-rope walking for a performance coach! In situations of personal crisis, the coach may only help by sympathetic and patient listening. This may help the coachee more than one would think \u2013 just getting the problem \u201coff his chest\u201d often helps and relieves stress. Being less stressed, he may be able to come to grips with his personal predicament and deal with it better. However, coachee\u2019s entrenched beliefs on, say, religion and gender can be very challenging for the coach to deal with. Some deep-rooted beliefs may indicate pathology needing help from a trained therapist \u2013 far beyond the scope of performance coaching and the ability of the coach.<\/p>\n\n\n\n
Circle #4: Is the coachee\u2019s work environment conducive?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The last circle of influence is the coachee\u2019s work. Sometimes, people have told me that they are \u201cstuck\u201d in positions \u2013 say, \u201croutine\u201d software bug fixing and maintenance where there is really no scope for \u201clearning, enjoyment and fulfillment\u201d (you may like to read My Team is not motivated!!!<\/a> by my colleague Prasanna Moses on this). Most of us would agree that there is far less drudgery at work in today\u2019s knowledge-centric world than even just 30 years ago. We would also agree that there is no such thing as 100% \u201csexy\u201d work (unless of course, you are doing breakthrough work of your calling \u2013 say, in quantum computing). So, when coachees complain about their current work\/role and the lack of sexiness thereof, I ask them questions about what makes it boring, what they can do about it and so on \u2013 hopefully making them better aware of interesting possibilities in what they were doing. In some cases, people have hinted to me that they are considering quitting their \u201cboring\u201d job and looking for a reaction. Under such circumstances, to be fair to the coachee and to the coachee\u2019s employer (who is paying my fees!), I would say the best option is to ask the coachee questions exploring his rationale for leaving (without being judgmental on whether it is right or wrong) \u2013 like what does he think leaving the job will achieve, how will it get him closer to his goals, how is he sure that the same problems would not repeat themselves in the new organization and so on. The ultimate decision should be the coachee\u2019s based on introspection triggered by your questions. He may still choose to quit \u2013 but that is another matter! As far as you are concerned as a coach, you have played it fair & square. It is not unthinkable that you as the coach may actually agree with his rationale for seeking another job!<\/p>\n\n\n\n
A related aspect is also the organizational environment in which the coachee works \u2013 over & above his immediate work\/role discussed above. In sports coaching, the strong individual motivation is a given and the coachee has a great deal of control over what he can and cannot do to enhance his performance. The circumstances for software project managers are different. Their GROW model is in the context of an organization with its culture, policies, processes and so on. As a coach, I have encountered some real challenges here \u2013 the Project Manager may be aspiring to do something of value in his project but his line management and work environment may not be supportive. Some organizational policies can be insensitive to people and even draconian. In one software development organization, if project team members logged in less than 40 hours per week of approved work, there would be automatic cuts in their pay while the significant additional work needed at other times went scarcely noticed! How can one be expected to learn and enjoy their work in such an environment? In such cases, we do bring it up with the line management for addressing them and offer our help as well. To be honest, it worked sometimes and it did not in as many cases.<\/p>\n\n\n\n
In summary, as a practicing coach, you are bound to run into situations like the ones above which make you stop and ponder as to what extent theory can lead practice! You may need to introspect and think of newer ways of extending \u201ctheory\u201d or just use good old common sense and move on! At PM Power, we have the coaches\u2019 conclave where these situations are discussed to see how best to help the coachee considering all the circles of influence. It has significantly helped our coaches in specific situations and in honing their coaching skills in general.<\/p>\n\n\n\n
We invite you to share your coaching experiences (as a coach or a coachee) and we would be happy to share our perspectives which may be of help. You may reach us at info@pm-powerconsulting.com.<\/p>\n","post_title":"Journey of a coach - theory & practice (Part II)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-ii","to_ping":"","pinged":"","post_modified":"2024-01-29 10:54:32","post_modified_gmt":"2024-01-29 10:54:32","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1456","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1514,"post_author":"31","post_date":"2014-11-02 12:24:22","post_date_gmt":"2014-11-02 06:54:22","post_content":"\n
A speaker finishes a great speech \u2013 at least, HE thinks it is great! He then asks, \u201cAny questions?\u201d What does he expect? If I were him, I would expect the audience to demonstrate a level of understanding of what the speech was all about and ask meaningful questions - clarifying the ground covered and even extending from there.<\/p>\n\n\n\n
These are situations where one actually wants to be questioned to get a sense a satisfaction that the effort (the speech, in this case) has been worthwhile. But there are other situations where being questioned has a very negative connotation. It implies questioning the ability of the person being questioned or the work that he has done.<\/p>\n\n\n\n
The important thing is that the intent of questioning should be to seek understanding rather than putting down someone. Hence, even the tone of questioning is very important. Consider the difference between, \u201cWhy did you do THAT?\u201d and \u201cWhat are your reasons for doing THAT?\u201d<\/p>\n\n\n\n
The tone of the former question is judgmental while the same question asked differently demonstrates an openness and a neutral tone. The tone is important because it can either put people off & make them defensive or it can make them relaxed and explain their rationale for an idea or a course of action.<\/p>\n\n\n\n
From the above, it follows that there is a big difference between \u201cquestioning\u201d and \u201casking questions\u201d.<\/p>\n\n\n\n
$\"image\"$ <\/figure>\n\n\n\n
In the work context, a manager who adopts an approach of \u201casking questions\u201d enables an environment where his reportees apply their mind to the situation at hand and exercise their best judgment on the right course of action.<\/p>\n\n\n\n
The manager can use questions to expand the reportee\u2019s thinking and make him aware of aspects he may not have thought of (instead of just instructing him what to do).<\/p>\n\n\n\n
Hence asking questions contributes to the reportee\u2019s overall development and ability to deal with situations with minimal oversight. Equally important, it enables greater responsibility on the part of the reportee so that the implementation aspects of his suggestions are fully owned by him.<\/p>\n\n\n\n
Through this, the manager\u2019s time is also freed up from routine oversight functions to take up important but not urgent tasks.<\/p>\n\n\n\n
In a highly dynamic world, the approach of \u201casking questions\u201d is not just \u201ca nice to have\u201d but an imperative to empower people and ensure that the organization as a whole responds fast to changes in the environment.<\/p>\n\n\n\n
\u201cAsking questions\u201d is an essential part of the tool set of a coach who may be the line manager himself. You consciously adopt the approach for improving the \u201cawareness\u201d of the coachee and therefore, open his mind to his perceptions & other possibilities and take \u201cresponsibility\u201d for the options for actions that he chooses.<\/p>\n\n\n\n
Finally, adopting the approach of \u201casking questions\u201d needs a complementing skill which is ACTIVE listening. A coach cannot sustain a session of asking questions without actually listening well, understanding and re-phrasing of what the coachee says.<\/p>\n\n\n\n
As with most things in life, practice makes perfect \u2013 it takes time and experience to hone the approach of asking questions and the skill of active listening. But they can indeed be developed for individual and organizational benefit. The time to start is NOW!<\/p>\n","post_title":"Questioning and Asking Questions - what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"questioning-and-asking-questions-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:02","post_modified_gmt":"2024-01-29 10:55:02","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1514","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1448,"post_author":"31","post_date":"2014-11-02 06:59:09","post_date_gmt":"2014-11-02 01:29:09","post_content":"\n
This article is part of the series on \u201cJourney of a coach\u201d covering my experiences as a performance coach. You may have the read an earlier article in the series on \u201cJourney of a coach \u2013 the beginning\u201d<\/a>. The journey continues here...<\/p>\n\n\n\n
Yogi Berra, New York Yankees baseball player (arguably the best catcher of all time) said, \u201cIn theory, there is no difference between theory & practice. But in practice, there is!\u201d So, this article is about the theory & practice of coaching for performance \u2013 not baseball players but people managing software projects.<\/p>\n\n\n\n
In my context, the \u201ctheory\u201d was mostly \u201cCoaching for Performance\u201d by John Whitmore (by the way, there is another article of mine on Whitmore<\/a> if you are interested). The \u201cpractice\u201d was, of course, my actual experiences over the years.<\/p>\n\n\n\n
A caveat \u2013 I am not here to debunk theory and hail practice - as a cardiac surgeon might! I have a great deal of respect for Whitmore\u2019s book on Coaching for Performance. The book provided a solid reference and a practical guide for my work as a coach all these years.<\/p>\n\n\n\n
However, I do have my own \u201cinterpretations\u201d and \u201cextensions\u201d of the theory in actual practice which I wish to share. I will use the diagram below which shows the context for coaching.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
You can see the \u201ccircles of influence\u201d around the coachee which would have a bearing on coaching and its effectiveness. We will cover each of these circles with examples. Note that the coach\u2019s experience, beliefs and perceptions are also significant in the context in addition to his skills for coaching.<\/p>\n\n\n\n
Circle #1: Are all situations \u201ccoaching situations\u201d?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The first circle of influence is the coaching situation faced by the coachee at work. For example, it could be that he is recently promoted and finds gaining acceptance in his team a challenge.<\/p>\n\n\n\n
The question is whether all such work situations are amenable for coaching - whether you are the manager of the coachee or an external coach. If you follow the \u201ctheory\u201d (that is Whitmore), a coaching style can become the default management style of the entire organization for all occasions.<\/p>\n\n\n\n
In other words, all manager-reportee interactions can naturally follow the coaching style \u2013 the manager following the sequence of helping his reportee to identify the goal he is seeking to achieve, assess the current state of affairs, consider the available options to achieve the goal and making the commitment-making to make it happen.<\/p>\n\n\n\n
That is all very well, but what if you are a commando fighting a guerrilla war in a jungle and see a metal tube from the foliage pointing at you. Your commander (\u201cmanager\u201d) is not going to coach you through the situation, is he?<\/p>\n\n\n\n
There are also other equivalent (but less extreme) situations at work when time is of essence and all that the coachee needs is information or simple direction (like for example, how to balance staff loading in a project schedule).<\/p>\n\n\n\n
So, my interpretation of theory is that there is better pay-off of coaching in some situations than others. However, there are many, many work situations wherein the quality of work<\/b> or results<\/b> is very important, the learning<\/b> for the coachee very important and it is not an emergency<\/b>. Coaching is very relevant in those cases.<\/p>\n\n\n\n
Circle #2: Are people always receptive to coaching?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The next circle of influence is relating to how receptive people are to coaching even if their work situation was amenable for it.<\/p>\n\n\n\n
Are they motivated enough to become more aware<\/b> and take responsibility<\/b> by themselves and not just because their employer has enrolled them in a training & coaching program?<\/p>\n\n\n\n
Maslow\u2019s theory is that motivation is linked to the stage an individual is at in a hierarchy of needs (see diagram below from Whitmore\u2019s Coaching for Performance). Note that Whitmore has split Maslow\u2019s Esteem stage into two \u2013 Esteem from others and Self-esteem.<\/p>\n\n\n\n
At the stage of Esteem from others, one is looking \u201cexternal\u201d recognition and prestige as motivators. At the stage of Self-esteem, external motivators tend to become less important. More important is the need to make a difference and being empowered to do so enhancing self-esteem. This self-esteem stage is where coaching makes the biggest impact for personal growth.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
Source: Coaching for Performance by John Whitmore<\/i><\/p>\n\n\n\n
There are a few more \u201ccircles\u201d to cover which we will in Part II of the article.<\/p>\n\n\n\n
Till then...<\/p>\n","post_title":"Journey of a coach - theory & practice (Part I)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-i","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:34","post_modified_gmt":"2024-01-29 10:55:34","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1521,"post_author":"26","post_date":"2014-10-30 10:57:02","post_date_gmt":"2014-10-30 05:27:02","post_content":"\n
$\"Network_whenhow2\"$ <\/a><\/figure>\n\n\n\n
One is never without a network and if you are reading this - it may be more to know how to grow it and\/or to overcome obstacles, often due to one's level comfort with so called \"networking\".<\/p>\n\n\n\n
If you look at how you:<\/p>\n\n\n\n
\n
got the opportunity to work in your current position<\/li>\n\n\n\n
got into your college\/school<\/li>\n\n\n\n
got your house on rent or bought your apartment<\/li>\n<\/ul>\n\n\n\n
you will see that a network - formal, informal or virtual (internet based) was at play.<\/p>\n\n\n\n
I will focus on growing your professional network and a few simple steps for it and not delve into specifics of social media, as all of you would be familiar with it.<\/p>\n\n\n\n
First, start with your existing network - which will be your current and past colleagues, your college and school alumni, friends and family. See that you stay in touch with them, by meeting them up or electronically, if you are not in touch start right away. Sending greetings for important occasions, festivals and events is a good way to start. Make it a point to call a few of them over the commute\/ weekends and work on the complete list slowly and steadily, start at top the list again once you complete it.<\/p>\n\n\n\n
What if you need to ask for a reference or a favor from a person with whom you are not in regular touch. The best way to is to be honest, there is no point in coming up with a phony reason to get in touch with them and ask for what you want. Your honesty will be appreciated, after that do thank them and make an effort to stay in touch with them. See that your nurture this set of contacts where you have already made a start.<\/p>\n\n\n\n
Once, when I was looking out for a job using my network, I made it a point to call and thank all those who forwarded my resume to their contacts and I sent a book as a gift to thank all those contacts whose help took me to the interview stage. I did it without any motive and what amazed me was the warmth from these contacts in all my future interactions.<\/p>\n\n\n\n
Second area to focus on are the professional events - there will be events where your technical or managerial domain will be the focus. You may be sponsored\/encouraged by your organizations to attend them, do not let is pass citing an excuse of being busy. Do make time to attend a few of them. If you find that you do not have this opportunity then see that you find such events and enroll yourself.<\/p>\n\n\n\n
In my experience these events certainly help you make a few contacts, you will always find a few persons whom you will find interesting and knowledgeable and connect effortlessly. The key is to nurture this - see that you follow-up with a mail and\/or a call.<\/p>\n\n\n\n
If you are the type who feels inhibited to make an opening, then do not worry. I was advised by one of my mentors to just listen and not worry about talking and enjoy being there. If you listen and observe intently you will find yourself talking soon. Your focus on the interactions and not on your perceived ability, does the trick. Try it a couple of times and see for yourself.<\/p>\n\n\n\n
Lastly, for anything to succeed one has to have the desire, then comes the effort and discipline for achieving it. A small progress or a step with positive result, is the best encouragement for you to strive towards your goals. Do ponder on your actions and results to stay focused on continuing to do this.<\/p>\n\n\n\n
One related question I hear from many of my coachees is \"visibility\" within the organization. More on that in a later post.<\/p>\n","post_title":"Networking - when and how to begin?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"networking-when-and-how-to-begin","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:58","post_modified_gmt":"2024-01-29 14:50:58","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1521","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1517,"post_author":"30","post_date":"2014-10-29 09:30:26","post_date_gmt":"2014-10-29 04:00:26","post_content":"\n
$\"sell-it\"$ <\/a><\/figure>\n\n\n\n
As a child, I used to come up with various ideas for almost anything, and ask for Rs. 1000\/- per idea. Being a child, nobody would want to pay money, that too a thousand Rupees \u2013 but, I would get something else as an appreciation for my efforts. A toffee, a cone ice cream etc.<\/p>\n\n\n\n
Further on, when I used to be active in small groups, selling was more of ideas and to get the team to converge on something, that the group can take as an action.<\/p>\n\n\n\n
As a team leader, I needed to sell the vision of the project to the team, to get everybody\u2019s buy in.<\/p>\n\n\n\n
More recently, I have been in contact with many aspiring and active entrepreneurs. Selling is something that they do with every breath.<\/p>\n\n\n\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 10 of 12 Previous 1 … 9 10 11 12 Next

\n
I am sure all these thoughts and many more go through the minds of the managers, the HR folks, the team, the organization leaders when they set up and run the systems. After all both systems have their own merits and have their own draw backs.<\/p>\n\n\n\n
I don\u2019t believe the systems per se are the issue. I believe it\u2019s the implementation that\u2019s an issue. Additionally an organization, should be keeping the system aligned with the expected behaviour from its employees. How much does team performance matter? How much does individual performance matter? Or can the organization go beyond this?<\/p>\n\n\n\n
What are the real issues ?<\/strong><\/p>\n\n\n\n
So where do the real issues come in then, with appraisals?<\/p>\n\n\n\n
First, I have seen that when I as a manager have not been giving regular feedback through the year, and helping with the development plan of my team member, I run into a problem at the end of the year. The appraisals look more like reprisals to the employee \u2013 because if they had appropriate feedback, they could have taken necessary pro-active steps to ensure their success and eventually the organization success.<\/p>\n\n\n\n
Next, when the stated organizational position is absolute performance, but then an organization thru unwritten action pushes the manager to necessarily fit a bell curve \u2013 it creates invisible chaos. I have noticed many a manager then succumbs to the pressure, because after all his\/ her own rating would be at stake if the unwritten expectation is not acted upon. Later when briefing the team there\u2019s a disconnect when the team member questions the ranking. The manager cannot explicitly state he did not stick to the organization philosophy and neither state he succumbed to the chain of command\u2019s unwritten message.<\/p>\n\n\n\n
Or when in an absolute performance system, there\u2019s an initial euphoria \u2013 with everyone knowing that they probably bettered the stated expectation. However if the organization has not outperformed \u2013 the limited goodies that come along now get split more evenly with more people. So does it now lead employees to believe that the good grading is a placebo. Should the organization have been more diligent in the level of the target being set early on in the game? Will it now start making the team not worry about the grading and encourage mediocrity?<\/p>\n\n\n\n
In addition to all these, not every thing we do is easily measurable, much less comparable. So the objectivity of the manager is already subject to his\/ her pre-existing perspective. So, can the manager ensure that it does not cloud the appraisal process?<\/p>\n\n\n\n
In Conclusion<\/strong><\/p>\n\n\n\n
In conclusion, I would say that if the true strategy of the organization and its execution is aligned and well stated, it will make any system work reasonably well. Or not doing that every system will create only a set of issues.<\/p>\n\n\n\n
Personally, I would like to see a system where the organization decentralizes this decision at the level at which people can make the decisions on allocation of budgets, career moves, promotions, hiring and firing \u2013 which in many ways are the outcome of this process. The closer you bring this to the place of action, the better aligned it will be to the needs of the team. The process of allocation from the corporate to these groups itself, should also be made clear up-front. That to me is true empowerment. That to me will show the ability of the corporate to create a self-managing organization.<\/p>\n\n\n\n
What\u2019s your thought? Do you think these systems can be fairly built or is it a mirage? If yes, how do you do it? If you think it\u2019s a mirage, then how do you lead in today\u2019s knowledge industry?<\/p>\n\n\n\n
<\/p>\n","post_title":"Performance Appraisal : Bell Curve or Absolute Performance - What's good?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"performance-appraisal-bell-curve-or-absolute-performancewhats-good","to_ping":"","pinged":"","post_modified":"2024-09-23 20:14:40","post_modified_gmt":"2024-09-23 14:44:40","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3391","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3510,"post_author":"26","post_date":"2015-06-12 13:52:40","post_date_gmt":"2015-06-12 08:22:40","post_content":"\n
$\"Cryptic$ <\/a>
Cryptic daily stand up<\/figcaption><\/figure>\n\n\n\n
The Daily Scrum is one ceremony that the teams following Scrum adopt quickly. There are some hiccups initially, which are sorted out, often with inputs from the coach\/guide. The ceremony is on time and at fixed time, occurs even if Scrum Master is not present, team members unable to attend do call in or provide an email update. Good going!<\/p>\n\n\n\n
Now slowly things change and either the updates become cryptic or verbose. After observing many teams go through this, what comes to my mind is a famous rhetorical question on delays in projects:<\/p>\n\n\n\n
Q: How does a project get delayed by a month?<\/em><\/p>\n\n\n\n
A: One day at a time.<\/em><\/p>\n\n\n\n
Now why am I quoting this here? Because something similar happens. The updates go towards cryptic or verbose as one person goes in that direction and that is not observed\/ corrected. The Scrum Master has a key role in ensuring that the scrum process is followed, he has to be alert to this.<\/p>\n\n\n\n
Here is a typical scenario:<\/p>\n\n\n\n
Mohan is working on a task TKS-210 and has had a bit of a struggle with it. His update in the daily scrum is:<\/p>\n\n\n\n
I was working on TKSK-210, will continue, no impediments. (Sigh.)<\/p>\n\n\n\n
This is accepted, i.e., no one asks any questions, maybe the team members understand the status.<\/p>\n\n\n\n
The next day update too is similar. Now it is likely that couple more team members shift to this style of update. There is an innate, unconscious tendency in humans to mimic, imitate or follow other people, which surfaces time to time. Very soon all updates become similar.<\/p>\n\n\n\n
The ideal update would include some information on -
How much work is done?
When the work is expected to complete?
If completing soon, the team member will certainly state what task he is planning to pick up next.<\/p>\n\n\n\n
Is it quite possible that the thinking on \u201cwhat next\u201d will not happen in the minds, and that is not good. There is a possibility that \u201cI will continue...\u201d kind of update will result in the person continue on task and not take up another, even if it were possible, as words said aloud influence thoughts\/thinking.<\/p>\n\n\n\n
So the Scrum Master and the team has to be alert to how the updates are provided. They can always ask questions to elicit relevant information.<\/p>\n\n\n\n
One practice that will help - is the updating of remaining hours on the task. This if done regularly, will surface in the Daily Scrum and result in update being more specific. If the remaining hours on a task is a fraction of the day, it prompts the team member to the \u201cwhat next\u201d thinking, and share the same.<\/p>\n\n\n\n
Do you have any similar experiences? Would like to hear them as well as your views.<\/p>\n","post_title":"Keeping Daily Scrum focused...","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"keeping-daily-scrum-focused","to_ping":"","pinged":"","post_modified":"2024-01-29 14:49:32","post_modified_gmt":"2024-01-29 14:49:32","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3510","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3343,"post_author":"26","post_date":"2015-05-15 09:38:10","post_date_gmt":"2015-05-15 04:08:10","post_content":"\n
As a coach, a recurring situation one faces, towards the end of the first sprint after the coaching has started, is the push and shove to the retrospective. After seemingly making the team understand that two key aspect of Agile Scrum are to surface the problems at the earliest<\/strong> and avoiding any kind of waste<\/strong>. I naively expected that the team will be eager to do the retrospective, but wiser now.<\/p>\n\n\n\n
$\"lookingback\"$ <\/figure>\n\n\n\n
<\/p>\n\n\n\n
The team will be scrambling to wrap up the work and close all stories to meet the sprint commitment made, the sprint will be kept open till the the very end and at times a few hours into the next sprint. The Sprint Planning for next sprint has to start, the Sprint Review needs to happen for stories to be closed, where is the time for retrospective? Can it be done next time?<\/p>\n\n\n\n
At times they combine Retrospective and Sprint Planning, which results in speeding through the retrospective and getting quickly into the planning. Add to this the different locations and time zones of the PO and Scrum Team. The retrospective at times is scheduled after Sprint Planning, which is anyway better than not having it at all.<\/p>\n\n\n\n
So here is how it goes, the three questions are asked, inputs collated and a mail sent to all stakeholders and the collated inputs made available in a common area. Very less focus on listening to each other and trying to resolve issues.<\/p>\n\n\n\n
The way I deal with this is that I share with the Scrum Master and team on how an ideal Retrospective should proceed and leave it to them to get close to it:
- Use post-its to capture what went well, stick on board, have one of team read all of it. Clarify any point that is not clear,
- Same for what did not go well,
- Same for what they would start to do,
- At this juncture prioritize the start to do\/action items and brainstorm, starting from top till the time runs out.<\/p>\n\n\n\n
This has worked well, teams typically identify one to three items and come up with reasonable details for implementing them. If required I remind them of these mid sprint, some steps are taken and progress made, this helps in them getting into the habit of doing retrospectives regularly.<\/p>\n\n\n\n
One more point to note is that a problem that seems \u201ca way of life\u201d, at end of first sprint may get some solutions, in the subsequent sprint. My reading of this is that the problem when noted first is annoying and frustrating, team is mentally tired to work on it. But when the same problem surfaces again, they are able to come up with a solution, as the frustration is vented in past.<\/p>\n\n\n\n
Let me share one example. This is to do with a scarce DBA resource causing stories to be re-opened due to delayed inputs\/review. At the end of first sprint they made note of this issue and came out strongly on \u201cthis how it is going to be\u201d, \u201cwe have escalated enough already in past\u201d. The issue surfaced again in next sprint, as it was discussed before, the emotions were in check. One of team suggested that we use the grooming pattern, i.e., plan\/do in advance. They figured out a way to deal with it.<\/p>\n\n\n\n
Another oft repeating issue is the frustration of not being able to close a story, because just the show and tell (demo) could not happen, or a build and test in correct environment was not completed due to big queue in CM. The team argues for closing the story, they feel that they are loosing story points for no fault of theirs. Here as a coach, one has to reinforce the concept of \u201cDone\u201d and revisit the concept of \u201cVelocity\u201d.<\/p>\n","post_title":"Initial coaching interventions for Retrospectives","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"initial-coaching-interventions-for-retrospectives","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:04","post_modified_gmt":"2024-01-29 14:50:04","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3343","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3339,"post_author":"26","post_date":"2015-04-11 09:33:55","post_date_gmt":"2015-04-11 04:03:55","post_content":"\n
Teams new to Scrum have a product backlog. The backlog will be groomed to some degree, typically have clarity for up to one to two sprints. The priority will be clear, with fair amount of detail on the requirements. The estimates may be present, it could be story points or a masked form of an effort estimate.<\/p>\n\n\n\n
The Product Owner (PO), who is not co-located in most of the teams will participate in Sprint Planning and along with the Scrum Master and team pick a set of stories to be done in the Sprint. After this the team jumps into doing the work. Detailed Sprint Planning is given a miss as PO will not be available for the entire duration and the team reluctant to do task based estimate for variety of reasons, if they do it is done by a few senior members of the team.<\/p>\n\n\n\n
This is where the first intervention from coach is needed, coax them to do detailed planning i.e., break down the stories into tasks and corresponding effort estimates. Insist that the entire team be involved and ensure that they balance the work they are taking up with the capacity the team has. Here is where they get to see one of the characteristics of Scrum \u2013 uncovering the problems at the earliest, and as a coach one should ensure that they become aware of it.<\/p>\n\n\n\n
$\"Sprint_Plan_1\"$ <\/figure>\n\n\n\n
Few things they discover:
- there may not be enough Analysis\/Dev\/DBA\/QA capacity in the team
- some of the team may not be fully utilized
- as they break down stories to tasks they realize that some stories cannot be completed, due to external dependencies, that is unlikely to be fulfilled.
- they may require more information from the PO.
- lastly the entire team gains an understanding what is planned to be accomplished.<\/p>\n\n\n\n
And it is interesting to see how they work around this:
- make use of team members not fully utilized to accomplish some of the tasks.
- the above at times involves redistributing the work, so that team members volunteering outside their domain, can take up relatively simpler tasks.
- go back to PO\/stakeholders and try to get the dependencies resolved or pick another story, this one requires a push from coach.
- get clarity on requirements from PO, this has to happen the next day.
- re-adjust the sprint backlog taking the above into account.<\/p>\n\n\n\n
$\"Sprint_Plan_2\"$ <\/figure>\n\n\n\n
At times guidelines are adhered to, planning sessions is time-boxed, they assume that all planning needs to happen in one sitting. Here is where, as a coach, one has to make them see the \"why\" behind a particular step, \"what\" outcome is desired? The outcome of having a proper Sprint Plan is more important than accomplishing it a single time-boxed session.<\/p>\n\n\n\n
As they complete this they realize that in past sprints, they grappled with these issues, towards the end of the sprint. Now they have ample time to cope with it \u2013 the benefit of Scrum uncovering problems earlier is leveraged.<\/p>\n\n\n\n
There is reluctance to do task effort estimates. In the traditional planning task estimates are done for entire project even with some requirements not being clear. This would have resulted in lot of waste, this coupled with notion that agile means no planning is the major cause of the reluctance. As a coach, one needs to highlight that there is better clarity on requirements and it is being done for just a sprint, so there is no waste. The reluctance is also due to lack of understanding of the difference between story point, size and effort estimates, this needs to be addressed.<\/p>\n\n\n\n
At this juncture the team is ready to make and take on the commitment with higher confidence. You can see the related blog on retrospectives.<\/p>\n","post_title":"Initial coaching interventions for Sprint Planning","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"initial-coaching-interventions-for-sprint-planning","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:24","post_modified_gmt":"2024-01-29 14:50:24","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3339","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1519,"post_author":"33","post_date":"2014-11-09 12:15:54","post_date_gmt":"2014-11-09 06:45:54","post_content":"\n
$\"\"\/$ <\/figure>\n\n\n\n
  <\/p>\n\n\n\n
Leaders have only two jobs:<\/p>\n\n\n\n
1) Getting work done<\/p>\n\n\n\n
2) Growing the people<\/p>\n\n\n\n
Coaching as a leadership\/management style achieves both.<\/p>\n\n\n\n
With Command & Control approach, managers may get the work done in the short term, by force. But that might have negative impacts on the team in terms of :<\/p>\n\n\n\n
- Lack of ownership<\/p>\n\n\n\n
- Low motivation<\/p>\n\n\n\n
- Poor quality output<\/p>\n\n\n\n
- Low productivity<\/p>\n\n\n\n
- Missed schedules etc.<\/p>\n\n\n\n
Command & Control might also impact development of team members negatively. Teams might wait for manager to give instruction. They might hesitate to take initiative as it might get overruled by the manager. They might stop thinking new & innovative ideas as the manager will always tell them what to do.<\/p>\n\n\n\n
On the other hand, with Coaching as the leadership style, managers will empower the team members to come out with new ideas, solutions and encourage them to implement them. They will help the team members to discover their strengths by asking questions & challenging them. This builds motivation and ownership in the team members.<\/p>\n\n\n\n
Having said that, there are situations where Managers need to use command & control approaches. For example, in a fire fighting situation where extremely quick response in needed. There will be a need for different approaches for different team members \u2013 someone may need more directive input & constant oversight and someone may need a lot of freedom.<\/p>\n\n\n\n
A good leader is one who has high self awareness, self-regulation, self-motivation and empathy through which he\/she can sense and respond differently, in a conscious way, to different situations & different people.<\/p>\n\n\n\n
However, to be a good Leader, coaching way of management style should be the most natural approach and command & control should be the exception.<\/p>\n","post_title":"Coaching vs Command & Control style of Management","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"coaching-vs-command-control-style-of-management","to_ping":"","pinged":"","post_modified":"2024-01-29 15:34:20","post_modified_gmt":"2024-01-29 15:34:20","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1519","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1456,"post_author":"31","post_date":"2014-11-09 12:15:37","post_date_gmt":"2014-11-09 06:45:37","post_content":"\n
In an earlier article \u201cJourney of a coach \u2013 theory & practice (Part I)<\/a>, we introduced the \u201ccircles of influence\u201d which form the context (see diagram below) for coaching process.<\/p>\n\n\n\n
$\"image\"$ <\/a> The circles in the diagram above have a significant bearing on coaching effectiveness and need to be addressed by the coach using the theory of coaching (such as Whitmore\u2019s book on \u201cCoaching for Performance\u201d). In the case of some circles, the theory may \u201cend\u201d at some point and the coach will have \u201cinterpret\u201d and \u201cextend\u201d it for the specific coachee situation at hand.<\/p>\n\n\n\n
We covered the following in Part I of this article:<\/p>\n\n\n\n
\u00b7 Circle #1: Are all situations \u201ccoaching situations\u201d?<\/p>\n\n\n\n
\u00b7 Circle #2: Are people always receptive to coaching?<\/p>\n\n\n\n
In this Part II, we will cover the two remaining circles.<\/p>\n\n\n\n
Circle #3: Are coaches sometimes helpless?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
Circle #3 above regarding \u201cbeliefs, perceptions and personal circumstances\u201d can actually be quite a hard shell hindering coaching progress. But it is often an invisible hard shell because people will share only so much of their innermost beliefs and personal circumstances even though they are impacting their work performance. Coaches make chance discoveries of this shell in the Reality check part (that is, the current state of affairs that needs to improve to meet the Goal) of the Goal-Reality-Options-Will (GROW) model of Whitmore. Here are examples:<\/p>\n\n\n\n
\u00b7 A coachee once candidly admitted that he was himself the reason for his declining performance at work. The reason was that his family was going through his sister\u2019s painful divorce in the US and her life coming back to India. He just could not go about work as usual<\/p>\n\n\n\n
\u00b7 A second coachee had a lot of issues with his manager. He felt that the manager\u2019s lack of domain knowledge resulted in his not realizing & recognizing the value of the coachee\u2019s work. In addition, the coachee seemed to indicate that lack of recognition of his work had to do with his belonging to a minority religious community in India<\/p>\n\n\n\n
\u00b7 Yet another coachee told my colleague (also a Performance Coach) that her problems arose because her boss was an inveterate woman-hater<\/p>\n\n\n\n
These are situations of tight-rope walking for a performance coach! In situations of personal crisis, the coach may only help by sympathetic and patient listening. This may help the coachee more than one would think \u2013 just getting the problem \u201coff his chest\u201d often helps and relieves stress. Being less stressed, he may be able to come to grips with his personal predicament and deal with it better. However, coachee\u2019s entrenched beliefs on, say, religion and gender can be very challenging for the coach to deal with. Some deep-rooted beliefs may indicate pathology needing help from a trained therapist \u2013 far beyond the scope of performance coaching and the ability of the coach.<\/p>\n\n\n\n
Circle #4: Is the coachee\u2019s work environment conducive?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The last circle of influence is the coachee\u2019s work. Sometimes, people have told me that they are \u201cstuck\u201d in positions \u2013 say, \u201croutine\u201d software bug fixing and maintenance where there is really no scope for \u201clearning, enjoyment and fulfillment\u201d (you may like to read My Team is not motivated!!!<\/a> by my colleague Prasanna Moses on this). Most of us would agree that there is far less drudgery at work in today\u2019s knowledge-centric world than even just 30 years ago. We would also agree that there is no such thing as 100% \u201csexy\u201d work (unless of course, you are doing breakthrough work of your calling \u2013 say, in quantum computing). So, when coachees complain about their current work\/role and the lack of sexiness thereof, I ask them questions about what makes it boring, what they can do about it and so on \u2013 hopefully making them better aware of interesting possibilities in what they were doing. In some cases, people have hinted to me that they are considering quitting their \u201cboring\u201d job and looking for a reaction. Under such circumstances, to be fair to the coachee and to the coachee\u2019s employer (who is paying my fees!), I would say the best option is to ask the coachee questions exploring his rationale for leaving (without being judgmental on whether it is right or wrong) \u2013 like what does he think leaving the job will achieve, how will it get him closer to his goals, how is he sure that the same problems would not repeat themselves in the new organization and so on. The ultimate decision should be the coachee\u2019s based on introspection triggered by your questions. He may still choose to quit \u2013 but that is another matter! As far as you are concerned as a coach, you have played it fair & square. It is not unthinkable that you as the coach may actually agree with his rationale for seeking another job!<\/p>\n\n\n\n
A related aspect is also the organizational environment in which the coachee works \u2013 over & above his immediate work\/role discussed above. In sports coaching, the strong individual motivation is a given and the coachee has a great deal of control over what he can and cannot do to enhance his performance. The circumstances for software project managers are different. Their GROW model is in the context of an organization with its culture, policies, processes and so on. As a coach, I have encountered some real challenges here \u2013 the Project Manager may be aspiring to do something of value in his project but his line management and work environment may not be supportive. Some organizational policies can be insensitive to people and even draconian. In one software development organization, if project team members logged in less than 40 hours per week of approved work, there would be automatic cuts in their pay while the significant additional work needed at other times went scarcely noticed! How can one be expected to learn and enjoy their work in such an environment? In such cases, we do bring it up with the line management for addressing them and offer our help as well. To be honest, it worked sometimes and it did not in as many cases.<\/p>\n\n\n\n
In summary, as a practicing coach, you are bound to run into situations like the ones above which make you stop and ponder as to what extent theory can lead practice! You may need to introspect and think of newer ways of extending \u201ctheory\u201d or just use good old common sense and move on! At PM Power, we have the coaches\u2019 conclave where these situations are discussed to see how best to help the coachee considering all the circles of influence. It has significantly helped our coaches in specific situations and in honing their coaching skills in general.<\/p>\n\n\n\n
We invite you to share your coaching experiences (as a coach or a coachee) and we would be happy to share our perspectives which may be of help. You may reach us at info@pm-powerconsulting.com.<\/p>\n","post_title":"Journey of a coach - theory & practice (Part II)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-ii","to_ping":"","pinged":"","post_modified":"2024-01-29 10:54:32","post_modified_gmt":"2024-01-29 10:54:32","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1456","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1514,"post_author":"31","post_date":"2014-11-02 12:24:22","post_date_gmt":"2014-11-02 06:54:22","post_content":"\n
A speaker finishes a great speech \u2013 at least, HE thinks it is great! He then asks, \u201cAny questions?\u201d What does he expect? If I were him, I would expect the audience to demonstrate a level of understanding of what the speech was all about and ask meaningful questions - clarifying the ground covered and even extending from there.<\/p>\n\n\n\n
These are situations where one actually wants to be questioned to get a sense a satisfaction that the effort (the speech, in this case) has been worthwhile. But there are other situations where being questioned has a very negative connotation. It implies questioning the ability of the person being questioned or the work that he has done.<\/p>\n\n\n\n
The important thing is that the intent of questioning should be to seek understanding rather than putting down someone. Hence, even the tone of questioning is very important. Consider the difference between, \u201cWhy did you do THAT?\u201d and \u201cWhat are your reasons for doing THAT?\u201d<\/p>\n\n\n\n
The tone of the former question is judgmental while the same question asked differently demonstrates an openness and a neutral tone. The tone is important because it can either put people off & make them defensive or it can make them relaxed and explain their rationale for an idea or a course of action.<\/p>\n\n\n\n
From the above, it follows that there is a big difference between \u201cquestioning\u201d and \u201casking questions\u201d.<\/p>\n\n\n\n
$\"image\"$ <\/figure>\n\n\n\n
In the work context, a manager who adopts an approach of \u201casking questions\u201d enables an environment where his reportees apply their mind to the situation at hand and exercise their best judgment on the right course of action.<\/p>\n\n\n\n
The manager can use questions to expand the reportee\u2019s thinking and make him aware of aspects he may not have thought of (instead of just instructing him what to do).<\/p>\n\n\n\n
Hence asking questions contributes to the reportee\u2019s overall development and ability to deal with situations with minimal oversight. Equally important, it enables greater responsibility on the part of the reportee so that the implementation aspects of his suggestions are fully owned by him.<\/p>\n\n\n\n
Through this, the manager\u2019s time is also freed up from routine oversight functions to take up important but not urgent tasks.<\/p>\n\n\n\n
In a highly dynamic world, the approach of \u201casking questions\u201d is not just \u201ca nice to have\u201d but an imperative to empower people and ensure that the organization as a whole responds fast to changes in the environment.<\/p>\n\n\n\n
\u201cAsking questions\u201d is an essential part of the tool set of a coach who may be the line manager himself. You consciously adopt the approach for improving the \u201cawareness\u201d of the coachee and therefore, open his mind to his perceptions & other possibilities and take \u201cresponsibility\u201d for the options for actions that he chooses.<\/p>\n\n\n\n
Finally, adopting the approach of \u201casking questions\u201d needs a complementing skill which is ACTIVE listening. A coach cannot sustain a session of asking questions without actually listening well, understanding and re-phrasing of what the coachee says.<\/p>\n\n\n\n
As with most things in life, practice makes perfect \u2013 it takes time and experience to hone the approach of asking questions and the skill of active listening. But they can indeed be developed for individual and organizational benefit. The time to start is NOW!<\/p>\n","post_title":"Questioning and Asking Questions - what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"questioning-and-asking-questions-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:02","post_modified_gmt":"2024-01-29 10:55:02","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1514","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1448,"post_author":"31","post_date":"2014-11-02 06:59:09","post_date_gmt":"2014-11-02 01:29:09","post_content":"\n
This article is part of the series on \u201cJourney of a coach\u201d covering my experiences as a performance coach. You may have the read an earlier article in the series on \u201cJourney of a coach \u2013 the beginning\u201d<\/a>. The journey continues here...<\/p>\n\n\n\n
Yogi Berra, New York Yankees baseball player (arguably the best catcher of all time) said, \u201cIn theory, there is no difference between theory & practice. But in practice, there is!\u201d So, this article is about the theory & practice of coaching for performance \u2013 not baseball players but people managing software projects.<\/p>\n\n\n\n
In my context, the \u201ctheory\u201d was mostly \u201cCoaching for Performance\u201d by John Whitmore (by the way, there is another article of mine on Whitmore<\/a> if you are interested). The \u201cpractice\u201d was, of course, my actual experiences over the years.<\/p>\n\n\n\n
A caveat \u2013 I am not here to debunk theory and hail practice - as a cardiac surgeon might! I have a great deal of respect for Whitmore\u2019s book on Coaching for Performance. The book provided a solid reference and a practical guide for my work as a coach all these years.<\/p>\n\n\n\n
However, I do have my own \u201cinterpretations\u201d and \u201cextensions\u201d of the theory in actual practice which I wish to share. I will use the diagram below which shows the context for coaching.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
You can see the \u201ccircles of influence\u201d around the coachee which would have a bearing on coaching and its effectiveness. We will cover each of these circles with examples. Note that the coach\u2019s experience, beliefs and perceptions are also significant in the context in addition to his skills for coaching.<\/p>\n\n\n\n
Circle #1: Are all situations \u201ccoaching situations\u201d?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The first circle of influence is the coaching situation faced by the coachee at work. For example, it could be that he is recently promoted and finds gaining acceptance in his team a challenge.<\/p>\n\n\n\n
The question is whether all such work situations are amenable for coaching - whether you are the manager of the coachee or an external coach. If you follow the \u201ctheory\u201d (that is Whitmore), a coaching style can become the default management style of the entire organization for all occasions.<\/p>\n\n\n\n
In other words, all manager-reportee interactions can naturally follow the coaching style \u2013 the manager following the sequence of helping his reportee to identify the goal he is seeking to achieve, assess the current state of affairs, consider the available options to achieve the goal and making the commitment-making to make it happen.<\/p>\n\n\n\n
That is all very well, but what if you are a commando fighting a guerrilla war in a jungle and see a metal tube from the foliage pointing at you. Your commander (\u201cmanager\u201d) is not going to coach you through the situation, is he?<\/p>\n\n\n\n
There are also other equivalent (but less extreme) situations at work when time is of essence and all that the coachee needs is information or simple direction (like for example, how to balance staff loading in a project schedule).<\/p>\n\n\n\n
So, my interpretation of theory is that there is better pay-off of coaching in some situations than others. However, there are many, many work situations wherein the quality of work<\/b> or results<\/b> is very important, the learning<\/b> for the coachee very important and it is not an emergency<\/b>. Coaching is very relevant in those cases.<\/p>\n\n\n\n
Circle #2: Are people always receptive to coaching?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The next circle of influence is relating to how receptive people are to coaching even if their work situation was amenable for it.<\/p>\n\n\n\n
Are they motivated enough to become more aware<\/b> and take responsibility<\/b> by themselves and not just because their employer has enrolled them in a training & coaching program?<\/p>\n\n\n\n
Maslow\u2019s theory is that motivation is linked to the stage an individual is at in a hierarchy of needs (see diagram below from Whitmore\u2019s Coaching for Performance). Note that Whitmore has split Maslow\u2019s Esteem stage into two \u2013 Esteem from others and Self-esteem.<\/p>\n\n\n\n
At the stage of Esteem from others, one is looking \u201cexternal\u201d recognition and prestige as motivators. At the stage of Self-esteem, external motivators tend to become less important. More important is the need to make a difference and being empowered to do so enhancing self-esteem. This self-esteem stage is where coaching makes the biggest impact for personal growth.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
Source: Coaching for Performance by John Whitmore<\/i><\/p>\n\n\n\n
There are a few more \u201ccircles\u201d to cover which we will in Part II of the article.<\/p>\n\n\n\n
Till then...<\/p>\n","post_title":"Journey of a coach - theory & practice (Part I)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-i","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:34","post_modified_gmt":"2024-01-29 10:55:34","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1521,"post_author":"26","post_date":"2014-10-30 10:57:02","post_date_gmt":"2014-10-30 05:27:02","post_content":"\n
$\"Network_whenhow2\"$ <\/a><\/figure>\n\n\n\n
One is never without a network and if you are reading this - it may be more to know how to grow it and\/or to overcome obstacles, often due to one's level comfort with so called \"networking\".<\/p>\n\n\n\n
If you look at how you:<\/p>\n\n\n\n
\n
got the opportunity to work in your current position<\/li>\n\n\n\n
got into your college\/school<\/li>\n\n\n\n
got your house on rent or bought your apartment<\/li>\n<\/ul>\n\n\n\n
you will see that a network - formal, informal or virtual (internet based) was at play.<\/p>\n\n\n\n
I will focus on growing your professional network and a few simple steps for it and not delve into specifics of social media, as all of you would be familiar with it.<\/p>\n\n\n\n
First, start with your existing network - which will be your current and past colleagues, your college and school alumni, friends and family. See that you stay in touch with them, by meeting them up or electronically, if you are not in touch start right away. Sending greetings for important occasions, festivals and events is a good way to start. Make it a point to call a few of them over the commute\/ weekends and work on the complete list slowly and steadily, start at top the list again once you complete it.<\/p>\n\n\n\n
What if you need to ask for a reference or a favor from a person with whom you are not in regular touch. The best way to is to be honest, there is no point in coming up with a phony reason to get in touch with them and ask for what you want. Your honesty will be appreciated, after that do thank them and make an effort to stay in touch with them. See that your nurture this set of contacts where you have already made a start.<\/p>\n\n\n\n
Once, when I was looking out for a job using my network, I made it a point to call and thank all those who forwarded my resume to their contacts and I sent a book as a gift to thank all those contacts whose help took me to the interview stage. I did it without any motive and what amazed me was the warmth from these contacts in all my future interactions.<\/p>\n\n\n\n
Second area to focus on are the professional events - there will be events where your technical or managerial domain will be the focus. You may be sponsored\/encouraged by your organizations to attend them, do not let is pass citing an excuse of being busy. Do make time to attend a few of them. If you find that you do not have this opportunity then see that you find such events and enroll yourself.<\/p>\n\n\n\n
In my experience these events certainly help you make a few contacts, you will always find a few persons whom you will find interesting and knowledgeable and connect effortlessly. The key is to nurture this - see that you follow-up with a mail and\/or a call.<\/p>\n\n\n\n
If you are the type who feels inhibited to make an opening, then do not worry. I was advised by one of my mentors to just listen and not worry about talking and enjoy being there. If you listen and observe intently you will find yourself talking soon. Your focus on the interactions and not on your perceived ability, does the trick. Try it a couple of times and see for yourself.<\/p>\n\n\n\n
Lastly, for anything to succeed one has to have the desire, then comes the effort and discipline for achieving it. A small progress or a step with positive result, is the best encouragement for you to strive towards your goals. Do ponder on your actions and results to stay focused on continuing to do this.<\/p>\n\n\n\n
One related question I hear from many of my coachees is \"visibility\" within the organization. More on that in a later post.<\/p>\n","post_title":"Networking - when and how to begin?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"networking-when-and-how-to-begin","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:58","post_modified_gmt":"2024-01-29 14:50:58","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1521","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1517,"post_author":"30","post_date":"2014-10-29 09:30:26","post_date_gmt":"2014-10-29 04:00:26","post_content":"\n
$\"sell-it\"$ <\/a><\/figure>\n\n\n\n
As a child, I used to come up with various ideas for almost anything, and ask for Rs. 1000\/- per idea. Being a child, nobody would want to pay money, that too a thousand Rupees \u2013 but, I would get something else as an appreciation for my efforts. A toffee, a cone ice cream etc.<\/p>\n\n\n\n
Further on, when I used to be active in small groups, selling was more of ideas and to get the team to converge on something, that the group can take as an action.<\/p>\n\n\n\n
As a team leader, I needed to sell the vision of the project to the team, to get everybody\u2019s buy in.<\/p>\n\n\n\n
More recently, I have been in contact with many aspiring and active entrepreneurs. Selling is something that they do with every breath.<\/p>\n\n\n\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 10 of 12 Previous 1 … 9 10 11 12 Next

\n
How do you choose the system?<\/strong><\/p>\n\n\n\n
I am sure all these thoughts and many more go through the minds of the managers, the HR folks, the team, the organization leaders when they set up and run the systems. After all both systems have their own merits and have their own draw backs.<\/p>\n\n\n\n
I don\u2019t believe the systems per se are the issue. I believe it\u2019s the implementation that\u2019s an issue. Additionally an organization, should be keeping the system aligned with the expected behaviour from its employees. How much does team performance matter? How much does individual performance matter? Or can the organization go beyond this?<\/p>\n\n\n\n
What are the real issues ?<\/strong><\/p>\n\n\n\n
So where do the real issues come in then, with appraisals?<\/p>\n\n\n\n
First, I have seen that when I as a manager have not been giving regular feedback through the year, and helping with the development plan of my team member, I run into a problem at the end of the year. The appraisals look more like reprisals to the employee \u2013 because if they had appropriate feedback, they could have taken necessary pro-active steps to ensure their success and eventually the organization success.<\/p>\n\n\n\n
Next, when the stated organizational position is absolute performance, but then an organization thru unwritten action pushes the manager to necessarily fit a bell curve \u2013 it creates invisible chaos. I have noticed many a manager then succumbs to the pressure, because after all his\/ her own rating would be at stake if the unwritten expectation is not acted upon. Later when briefing the team there\u2019s a disconnect when the team member questions the ranking. The manager cannot explicitly state he did not stick to the organization philosophy and neither state he succumbed to the chain of command\u2019s unwritten message.<\/p>\n\n\n\n
Or when in an absolute performance system, there\u2019s an initial euphoria \u2013 with everyone knowing that they probably bettered the stated expectation. However if the organization has not outperformed \u2013 the limited goodies that come along now get split more evenly with more people. So does it now lead employees to believe that the good grading is a placebo. Should the organization have been more diligent in the level of the target being set early on in the game? Will it now start making the team not worry about the grading and encourage mediocrity?<\/p>\n\n\n\n
In addition to all these, not every thing we do is easily measurable, much less comparable. So the objectivity of the manager is already subject to his\/ her pre-existing perspective. So, can the manager ensure that it does not cloud the appraisal process?<\/p>\n\n\n\n
In Conclusion<\/strong><\/p>\n\n\n\n
In conclusion, I would say that if the true strategy of the organization and its execution is aligned and well stated, it will make any system work reasonably well. Or not doing that every system will create only a set of issues.<\/p>\n\n\n\n
Personally, I would like to see a system where the organization decentralizes this decision at the level at which people can make the decisions on allocation of budgets, career moves, promotions, hiring and firing \u2013 which in many ways are the outcome of this process. The closer you bring this to the place of action, the better aligned it will be to the needs of the team. The process of allocation from the corporate to these groups itself, should also be made clear up-front. That to me is true empowerment. That to me will show the ability of the corporate to create a self-managing organization.<\/p>\n\n\n\n
What\u2019s your thought? Do you think these systems can be fairly built or is it a mirage? If yes, how do you do it? If you think it\u2019s a mirage, then how do you lead in today\u2019s knowledge industry?<\/p>\n\n\n\n
<\/p>\n","post_title":"Performance Appraisal : Bell Curve or Absolute Performance - What's good?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"performance-appraisal-bell-curve-or-absolute-performancewhats-good","to_ping":"","pinged":"","post_modified":"2024-09-23 20:14:40","post_modified_gmt":"2024-09-23 14:44:40","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3391","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3510,"post_author":"26","post_date":"2015-06-12 13:52:40","post_date_gmt":"2015-06-12 08:22:40","post_content":"\n
$\"Cryptic$ <\/a>
Cryptic daily stand up<\/figcaption><\/figure>\n\n\n\n
The Daily Scrum is one ceremony that the teams following Scrum adopt quickly. There are some hiccups initially, which are sorted out, often with inputs from the coach\/guide. The ceremony is on time and at fixed time, occurs even if Scrum Master is not present, team members unable to attend do call in or provide an email update. Good going!<\/p>\n\n\n\n
Now slowly things change and either the updates become cryptic or verbose. After observing many teams go through this, what comes to my mind is a famous rhetorical question on delays in projects:<\/p>\n\n\n\n
Q: How does a project get delayed by a month?<\/em><\/p>\n\n\n\n
A: One day at a time.<\/em><\/p>\n\n\n\n
Now why am I quoting this here? Because something similar happens. The updates go towards cryptic or verbose as one person goes in that direction and that is not observed\/ corrected. The Scrum Master has a key role in ensuring that the scrum process is followed, he has to be alert to this.<\/p>\n\n\n\n
Here is a typical scenario:<\/p>\n\n\n\n
Mohan is working on a task TKS-210 and has had a bit of a struggle with it. His update in the daily scrum is:<\/p>\n\n\n\n
I was working on TKSK-210, will continue, no impediments. (Sigh.)<\/p>\n\n\n\n
This is accepted, i.e., no one asks any questions, maybe the team members understand the status.<\/p>\n\n\n\n
The next day update too is similar. Now it is likely that couple more team members shift to this style of update. There is an innate, unconscious tendency in humans to mimic, imitate or follow other people, which surfaces time to time. Very soon all updates become similar.<\/p>\n\n\n\n
The ideal update would include some information on -
How much work is done?
When the work is expected to complete?
If completing soon, the team member will certainly state what task he is planning to pick up next.<\/p>\n\n\n\n
Is it quite possible that the thinking on \u201cwhat next\u201d will not happen in the minds, and that is not good. There is a possibility that \u201cI will continue...\u201d kind of update will result in the person continue on task and not take up another, even if it were possible, as words said aloud influence thoughts\/thinking.<\/p>\n\n\n\n
So the Scrum Master and the team has to be alert to how the updates are provided. They can always ask questions to elicit relevant information.<\/p>\n\n\n\n
One practice that will help - is the updating of remaining hours on the task. This if done regularly, will surface in the Daily Scrum and result in update being more specific. If the remaining hours on a task is a fraction of the day, it prompts the team member to the \u201cwhat next\u201d thinking, and share the same.<\/p>\n\n\n\n
Do you have any similar experiences? Would like to hear them as well as your views.<\/p>\n","post_title":"Keeping Daily Scrum focused...","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"keeping-daily-scrum-focused","to_ping":"","pinged":"","post_modified":"2024-01-29 14:49:32","post_modified_gmt":"2024-01-29 14:49:32","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3510","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3343,"post_author":"26","post_date":"2015-05-15 09:38:10","post_date_gmt":"2015-05-15 04:08:10","post_content":"\n
As a coach, a recurring situation one faces, towards the end of the first sprint after the coaching has started, is the push and shove to the retrospective. After seemingly making the team understand that two key aspect of Agile Scrum are to surface the problems at the earliest<\/strong> and avoiding any kind of waste<\/strong>. I naively expected that the team will be eager to do the retrospective, but wiser now.<\/p>\n\n\n\n
$\"lookingback\"$ <\/figure>\n\n\n\n
<\/p>\n\n\n\n
The team will be scrambling to wrap up the work and close all stories to meet the sprint commitment made, the sprint will be kept open till the the very end and at times a few hours into the next sprint. The Sprint Planning for next sprint has to start, the Sprint Review needs to happen for stories to be closed, where is the time for retrospective? Can it be done next time?<\/p>\n\n\n\n
At times they combine Retrospective and Sprint Planning, which results in speeding through the retrospective and getting quickly into the planning. Add to this the different locations and time zones of the PO and Scrum Team. The retrospective at times is scheduled after Sprint Planning, which is anyway better than not having it at all.<\/p>\n\n\n\n
So here is how it goes, the three questions are asked, inputs collated and a mail sent to all stakeholders and the collated inputs made available in a common area. Very less focus on listening to each other and trying to resolve issues.<\/p>\n\n\n\n
The way I deal with this is that I share with the Scrum Master and team on how an ideal Retrospective should proceed and leave it to them to get close to it:
- Use post-its to capture what went well, stick on board, have one of team read all of it. Clarify any point that is not clear,
- Same for what did not go well,
- Same for what they would start to do,
- At this juncture prioritize the start to do\/action items and brainstorm, starting from top till the time runs out.<\/p>\n\n\n\n
This has worked well, teams typically identify one to three items and come up with reasonable details for implementing them. If required I remind them of these mid sprint, some steps are taken and progress made, this helps in them getting into the habit of doing retrospectives regularly.<\/p>\n\n\n\n
One more point to note is that a problem that seems \u201ca way of life\u201d, at end of first sprint may get some solutions, in the subsequent sprint. My reading of this is that the problem when noted first is annoying and frustrating, team is mentally tired to work on it. But when the same problem surfaces again, they are able to come up with a solution, as the frustration is vented in past.<\/p>\n\n\n\n
Let me share one example. This is to do with a scarce DBA resource causing stories to be re-opened due to delayed inputs\/review. At the end of first sprint they made note of this issue and came out strongly on \u201cthis how it is going to be\u201d, \u201cwe have escalated enough already in past\u201d. The issue surfaced again in next sprint, as it was discussed before, the emotions were in check. One of team suggested that we use the grooming pattern, i.e., plan\/do in advance. They figured out a way to deal with it.<\/p>\n\n\n\n
Another oft repeating issue is the frustration of not being able to close a story, because just the show and tell (demo) could not happen, or a build and test in correct environment was not completed due to big queue in CM. The team argues for closing the story, they feel that they are loosing story points for no fault of theirs. Here as a coach, one has to reinforce the concept of \u201cDone\u201d and revisit the concept of \u201cVelocity\u201d.<\/p>\n","post_title":"Initial coaching interventions for Retrospectives","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"initial-coaching-interventions-for-retrospectives","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:04","post_modified_gmt":"2024-01-29 14:50:04","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3343","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3339,"post_author":"26","post_date":"2015-04-11 09:33:55","post_date_gmt":"2015-04-11 04:03:55","post_content":"\n
Teams new to Scrum have a product backlog. The backlog will be groomed to some degree, typically have clarity for up to one to two sprints. The priority will be clear, with fair amount of detail on the requirements. The estimates may be present, it could be story points or a masked form of an effort estimate.<\/p>\n\n\n\n
The Product Owner (PO), who is not co-located in most of the teams will participate in Sprint Planning and along with the Scrum Master and team pick a set of stories to be done in the Sprint. After this the team jumps into doing the work. Detailed Sprint Planning is given a miss as PO will not be available for the entire duration and the team reluctant to do task based estimate for variety of reasons, if they do it is done by a few senior members of the team.<\/p>\n\n\n\n
This is where the first intervention from coach is needed, coax them to do detailed planning i.e., break down the stories into tasks and corresponding effort estimates. Insist that the entire team be involved and ensure that they balance the work they are taking up with the capacity the team has. Here is where they get to see one of the characteristics of Scrum \u2013 uncovering the problems at the earliest, and as a coach one should ensure that they become aware of it.<\/p>\n\n\n\n
$\"Sprint_Plan_1\"$ <\/figure>\n\n\n\n
Few things they discover:
- there may not be enough Analysis\/Dev\/DBA\/QA capacity in the team
- some of the team may not be fully utilized
- as they break down stories to tasks they realize that some stories cannot be completed, due to external dependencies, that is unlikely to be fulfilled.
- they may require more information from the PO.
- lastly the entire team gains an understanding what is planned to be accomplished.<\/p>\n\n\n\n
And it is interesting to see how they work around this:
- make use of team members not fully utilized to accomplish some of the tasks.
- the above at times involves redistributing the work, so that team members volunteering outside their domain, can take up relatively simpler tasks.
- go back to PO\/stakeholders and try to get the dependencies resolved or pick another story, this one requires a push from coach.
- get clarity on requirements from PO, this has to happen the next day.
- re-adjust the sprint backlog taking the above into account.<\/p>\n\n\n\n
$\"Sprint_Plan_2\"$ <\/figure>\n\n\n\n
At times guidelines are adhered to, planning sessions is time-boxed, they assume that all planning needs to happen in one sitting. Here is where, as a coach, one has to make them see the \"why\" behind a particular step, \"what\" outcome is desired? The outcome of having a proper Sprint Plan is more important than accomplishing it a single time-boxed session.<\/p>\n\n\n\n
As they complete this they realize that in past sprints, they grappled with these issues, towards the end of the sprint. Now they have ample time to cope with it \u2013 the benefit of Scrum uncovering problems earlier is leveraged.<\/p>\n\n\n\n
There is reluctance to do task effort estimates. In the traditional planning task estimates are done for entire project even with some requirements not being clear. This would have resulted in lot of waste, this coupled with notion that agile means no planning is the major cause of the reluctance. As a coach, one needs to highlight that there is better clarity on requirements and it is being done for just a sprint, so there is no waste. The reluctance is also due to lack of understanding of the difference between story point, size and effort estimates, this needs to be addressed.<\/p>\n\n\n\n
At this juncture the team is ready to make and take on the commitment with higher confidence. You can see the related blog on retrospectives.<\/p>\n","post_title":"Initial coaching interventions for Sprint Planning","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"initial-coaching-interventions-for-sprint-planning","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:24","post_modified_gmt":"2024-01-29 14:50:24","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3339","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1519,"post_author":"33","post_date":"2014-11-09 12:15:54","post_date_gmt":"2014-11-09 06:45:54","post_content":"\n
$\"\"\/$ <\/figure>\n\n\n\n
  <\/p>\n\n\n\n
Leaders have only two jobs:<\/p>\n\n\n\n
1) Getting work done<\/p>\n\n\n\n
2) Growing the people<\/p>\n\n\n\n
Coaching as a leadership\/management style achieves both.<\/p>\n\n\n\n
With Command & Control approach, managers may get the work done in the short term, by force. But that might have negative impacts on the team in terms of :<\/p>\n\n\n\n
- Lack of ownership<\/p>\n\n\n\n
- Low motivation<\/p>\n\n\n\n
- Poor quality output<\/p>\n\n\n\n
- Low productivity<\/p>\n\n\n\n
- Missed schedules etc.<\/p>\n\n\n\n
Command & Control might also impact development of team members negatively. Teams might wait for manager to give instruction. They might hesitate to take initiative as it might get overruled by the manager. They might stop thinking new & innovative ideas as the manager will always tell them what to do.<\/p>\n\n\n\n
On the other hand, with Coaching as the leadership style, managers will empower the team members to come out with new ideas, solutions and encourage them to implement them. They will help the team members to discover their strengths by asking questions & challenging them. This builds motivation and ownership in the team members.<\/p>\n\n\n\n
Having said that, there are situations where Managers need to use command & control approaches. For example, in a fire fighting situation where extremely quick response in needed. There will be a need for different approaches for different team members \u2013 someone may need more directive input & constant oversight and someone may need a lot of freedom.<\/p>\n\n\n\n
A good leader is one who has high self awareness, self-regulation, self-motivation and empathy through which he\/she can sense and respond differently, in a conscious way, to different situations & different people.<\/p>\n\n\n\n
However, to be a good Leader, coaching way of management style should be the most natural approach and command & control should be the exception.<\/p>\n","post_title":"Coaching vs Command & Control style of Management","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"coaching-vs-command-control-style-of-management","to_ping":"","pinged":"","post_modified":"2024-01-29 15:34:20","post_modified_gmt":"2024-01-29 15:34:20","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1519","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1456,"post_author":"31","post_date":"2014-11-09 12:15:37","post_date_gmt":"2014-11-09 06:45:37","post_content":"\n
In an earlier article \u201cJourney of a coach \u2013 theory & practice (Part I)<\/a>, we introduced the \u201ccircles of influence\u201d which form the context (see diagram below) for coaching process.<\/p>\n\n\n\n
$\"image\"$ <\/a> The circles in the diagram above have a significant bearing on coaching effectiveness and need to be addressed by the coach using the theory of coaching (such as Whitmore\u2019s book on \u201cCoaching for Performance\u201d). In the case of some circles, the theory may \u201cend\u201d at some point and the coach will have \u201cinterpret\u201d and \u201cextend\u201d it for the specific coachee situation at hand.<\/p>\n\n\n\n
We covered the following in Part I of this article:<\/p>\n\n\n\n
\u00b7 Circle #1: Are all situations \u201ccoaching situations\u201d?<\/p>\n\n\n\n
\u00b7 Circle #2: Are people always receptive to coaching?<\/p>\n\n\n\n
In this Part II, we will cover the two remaining circles.<\/p>\n\n\n\n
Circle #3: Are coaches sometimes helpless?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
Circle #3 above regarding \u201cbeliefs, perceptions and personal circumstances\u201d can actually be quite a hard shell hindering coaching progress. But it is often an invisible hard shell because people will share only so much of their innermost beliefs and personal circumstances even though they are impacting their work performance. Coaches make chance discoveries of this shell in the Reality check part (that is, the current state of affairs that needs to improve to meet the Goal) of the Goal-Reality-Options-Will (GROW) model of Whitmore. Here are examples:<\/p>\n\n\n\n
\u00b7 A coachee once candidly admitted that he was himself the reason for his declining performance at work. The reason was that his family was going through his sister\u2019s painful divorce in the US and her life coming back to India. He just could not go about work as usual<\/p>\n\n\n\n
\u00b7 A second coachee had a lot of issues with his manager. He felt that the manager\u2019s lack of domain knowledge resulted in his not realizing & recognizing the value of the coachee\u2019s work. In addition, the coachee seemed to indicate that lack of recognition of his work had to do with his belonging to a minority religious community in India<\/p>\n\n\n\n
\u00b7 Yet another coachee told my colleague (also a Performance Coach) that her problems arose because her boss was an inveterate woman-hater<\/p>\n\n\n\n
These are situations of tight-rope walking for a performance coach! In situations of personal crisis, the coach may only help by sympathetic and patient listening. This may help the coachee more than one would think \u2013 just getting the problem \u201coff his chest\u201d often helps and relieves stress. Being less stressed, he may be able to come to grips with his personal predicament and deal with it better. However, coachee\u2019s entrenched beliefs on, say, religion and gender can be very challenging for the coach to deal with. Some deep-rooted beliefs may indicate pathology needing help from a trained therapist \u2013 far beyond the scope of performance coaching and the ability of the coach.<\/p>\n\n\n\n
Circle #4: Is the coachee\u2019s work environment conducive?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The last circle of influence is the coachee\u2019s work. Sometimes, people have told me that they are \u201cstuck\u201d in positions \u2013 say, \u201croutine\u201d software bug fixing and maintenance where there is really no scope for \u201clearning, enjoyment and fulfillment\u201d (you may like to read My Team is not motivated!!!<\/a> by my colleague Prasanna Moses on this). Most of us would agree that there is far less drudgery at work in today\u2019s knowledge-centric world than even just 30 years ago. We would also agree that there is no such thing as 100% \u201csexy\u201d work (unless of course, you are doing breakthrough work of your calling \u2013 say, in quantum computing). So, when coachees complain about their current work\/role and the lack of sexiness thereof, I ask them questions about what makes it boring, what they can do about it and so on \u2013 hopefully making them better aware of interesting possibilities in what they were doing. In some cases, people have hinted to me that they are considering quitting their \u201cboring\u201d job and looking for a reaction. Under such circumstances, to be fair to the coachee and to the coachee\u2019s employer (who is paying my fees!), I would say the best option is to ask the coachee questions exploring his rationale for leaving (without being judgmental on whether it is right or wrong) \u2013 like what does he think leaving the job will achieve, how will it get him closer to his goals, how is he sure that the same problems would not repeat themselves in the new organization and so on. The ultimate decision should be the coachee\u2019s based on introspection triggered by your questions. He may still choose to quit \u2013 but that is another matter! As far as you are concerned as a coach, you have played it fair & square. It is not unthinkable that you as the coach may actually agree with his rationale for seeking another job!<\/p>\n\n\n\n
A related aspect is also the organizational environment in which the coachee works \u2013 over & above his immediate work\/role discussed above. In sports coaching, the strong individual motivation is a given and the coachee has a great deal of control over what he can and cannot do to enhance his performance. The circumstances for software project managers are different. Their GROW model is in the context of an organization with its culture, policies, processes and so on. As a coach, I have encountered some real challenges here \u2013 the Project Manager may be aspiring to do something of value in his project but his line management and work environment may not be supportive. Some organizational policies can be insensitive to people and even draconian. In one software development organization, if project team members logged in less than 40 hours per week of approved work, there would be automatic cuts in their pay while the significant additional work needed at other times went scarcely noticed! How can one be expected to learn and enjoy their work in such an environment? In such cases, we do bring it up with the line management for addressing them and offer our help as well. To be honest, it worked sometimes and it did not in as many cases.<\/p>\n\n\n\n
In summary, as a practicing coach, you are bound to run into situations like the ones above which make you stop and ponder as to what extent theory can lead practice! You may need to introspect and think of newer ways of extending \u201ctheory\u201d or just use good old common sense and move on! At PM Power, we have the coaches\u2019 conclave where these situations are discussed to see how best to help the coachee considering all the circles of influence. It has significantly helped our coaches in specific situations and in honing their coaching skills in general.<\/p>\n\n\n\n
We invite you to share your coaching experiences (as a coach or a coachee) and we would be happy to share our perspectives which may be of help. You may reach us at info@pm-powerconsulting.com.<\/p>\n","post_title":"Journey of a coach - theory & practice (Part II)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-ii","to_ping":"","pinged":"","post_modified":"2024-01-29 10:54:32","post_modified_gmt":"2024-01-29 10:54:32","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1456","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1514,"post_author":"31","post_date":"2014-11-02 12:24:22","post_date_gmt":"2014-11-02 06:54:22","post_content":"\n
A speaker finishes a great speech \u2013 at least, HE thinks it is great! He then asks, \u201cAny questions?\u201d What does he expect? If I were him, I would expect the audience to demonstrate a level of understanding of what the speech was all about and ask meaningful questions - clarifying the ground covered and even extending from there.<\/p>\n\n\n\n
These are situations where one actually wants to be questioned to get a sense a satisfaction that the effort (the speech, in this case) has been worthwhile. But there are other situations where being questioned has a very negative connotation. It implies questioning the ability of the person being questioned or the work that he has done.<\/p>\n\n\n\n
The important thing is that the intent of questioning should be to seek understanding rather than putting down someone. Hence, even the tone of questioning is very important. Consider the difference between, \u201cWhy did you do THAT?\u201d and \u201cWhat are your reasons for doing THAT?\u201d<\/p>\n\n\n\n
The tone of the former question is judgmental while the same question asked differently demonstrates an openness and a neutral tone. The tone is important because it can either put people off & make them defensive or it can make them relaxed and explain their rationale for an idea or a course of action.<\/p>\n\n\n\n
From the above, it follows that there is a big difference between \u201cquestioning\u201d and \u201casking questions\u201d.<\/p>\n\n\n\n
$\"image\"$ <\/figure>\n\n\n\n
In the work context, a manager who adopts an approach of \u201casking questions\u201d enables an environment where his reportees apply their mind to the situation at hand and exercise their best judgment on the right course of action.<\/p>\n\n\n\n
The manager can use questions to expand the reportee\u2019s thinking and make him aware of aspects he may not have thought of (instead of just instructing him what to do).<\/p>\n\n\n\n
Hence asking questions contributes to the reportee\u2019s overall development and ability to deal with situations with minimal oversight. Equally important, it enables greater responsibility on the part of the reportee so that the implementation aspects of his suggestions are fully owned by him.<\/p>\n\n\n\n
Through this, the manager\u2019s time is also freed up from routine oversight functions to take up important but not urgent tasks.<\/p>\n\n\n\n
In a highly dynamic world, the approach of \u201casking questions\u201d is not just \u201ca nice to have\u201d but an imperative to empower people and ensure that the organization as a whole responds fast to changes in the environment.<\/p>\n\n\n\n
\u201cAsking questions\u201d is an essential part of the tool set of a coach who may be the line manager himself. You consciously adopt the approach for improving the \u201cawareness\u201d of the coachee and therefore, open his mind to his perceptions & other possibilities and take \u201cresponsibility\u201d for the options for actions that he chooses.<\/p>\n\n\n\n
Finally, adopting the approach of \u201casking questions\u201d needs a complementing skill which is ACTIVE listening. A coach cannot sustain a session of asking questions without actually listening well, understanding and re-phrasing of what the coachee says.<\/p>\n\n\n\n
As with most things in life, practice makes perfect \u2013 it takes time and experience to hone the approach of asking questions and the skill of active listening. But they can indeed be developed for individual and organizational benefit. The time to start is NOW!<\/p>\n","post_title":"Questioning and Asking Questions - what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"questioning-and-asking-questions-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:02","post_modified_gmt":"2024-01-29 10:55:02","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1514","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1448,"post_author":"31","post_date":"2014-11-02 06:59:09","post_date_gmt":"2014-11-02 01:29:09","post_content":"\n
This article is part of the series on \u201cJourney of a coach\u201d covering my experiences as a performance coach. You may have the read an earlier article in the series on \u201cJourney of a coach \u2013 the beginning\u201d<\/a>. The journey continues here...<\/p>\n\n\n\n
Yogi Berra, New York Yankees baseball player (arguably the best catcher of all time) said, \u201cIn theory, there is no difference between theory & practice. But in practice, there is!\u201d So, this article is about the theory & practice of coaching for performance \u2013 not baseball players but people managing software projects.<\/p>\n\n\n\n
In my context, the \u201ctheory\u201d was mostly \u201cCoaching for Performance\u201d by John Whitmore (by the way, there is another article of mine on Whitmore<\/a> if you are interested). The \u201cpractice\u201d was, of course, my actual experiences over the years.<\/p>\n\n\n\n
A caveat \u2013 I am not here to debunk theory and hail practice - as a cardiac surgeon might! I have a great deal of respect for Whitmore\u2019s book on Coaching for Performance. The book provided a solid reference and a practical guide for my work as a coach all these years.<\/p>\n\n\n\n
However, I do have my own \u201cinterpretations\u201d and \u201cextensions\u201d of the theory in actual practice which I wish to share. I will use the diagram below which shows the context for coaching.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
You can see the \u201ccircles of influence\u201d around the coachee which would have a bearing on coaching and its effectiveness. We will cover each of these circles with examples. Note that the coach\u2019s experience, beliefs and perceptions are also significant in the context in addition to his skills for coaching.<\/p>\n\n\n\n
Circle #1: Are all situations \u201ccoaching situations\u201d?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The first circle of influence is the coaching situation faced by the coachee at work. For example, it could be that he is recently promoted and finds gaining acceptance in his team a challenge.<\/p>\n\n\n\n
The question is whether all such work situations are amenable for coaching - whether you are the manager of the coachee or an external coach. If you follow the \u201ctheory\u201d (that is Whitmore), a coaching style can become the default management style of the entire organization for all occasions.<\/p>\n\n\n\n
In other words, all manager-reportee interactions can naturally follow the coaching style \u2013 the manager following the sequence of helping his reportee to identify the goal he is seeking to achieve, assess the current state of affairs, consider the available options to achieve the goal and making the commitment-making to make it happen.<\/p>\n\n\n\n
That is all very well, but what if you are a commando fighting a guerrilla war in a jungle and see a metal tube from the foliage pointing at you. Your commander (\u201cmanager\u201d) is not going to coach you through the situation, is he?<\/p>\n\n\n\n
There are also other equivalent (but less extreme) situations at work when time is of essence and all that the coachee needs is information or simple direction (like for example, how to balance staff loading in a project schedule).<\/p>\n\n\n\n
So, my interpretation of theory is that there is better pay-off of coaching in some situations than others. However, there are many, many work situations wherein the quality of work<\/b> or results<\/b> is very important, the learning<\/b> for the coachee very important and it is not an emergency<\/b>. Coaching is very relevant in those cases.<\/p>\n\n\n\n
Circle #2: Are people always receptive to coaching?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The next circle of influence is relating to how receptive people are to coaching even if their work situation was amenable for it.<\/p>\n\n\n\n
Are they motivated enough to become more aware<\/b> and take responsibility<\/b> by themselves and not just because their employer has enrolled them in a training & coaching program?<\/p>\n\n\n\n
Maslow\u2019s theory is that motivation is linked to the stage an individual is at in a hierarchy of needs (see diagram below from Whitmore\u2019s Coaching for Performance). Note that Whitmore has split Maslow\u2019s Esteem stage into two \u2013 Esteem from others and Self-esteem.<\/p>\n\n\n\n
At the stage of Esteem from others, one is looking \u201cexternal\u201d recognition and prestige as motivators. At the stage of Self-esteem, external motivators tend to become less important. More important is the need to make a difference and being empowered to do so enhancing self-esteem. This self-esteem stage is where coaching makes the biggest impact for personal growth.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
Source: Coaching for Performance by John Whitmore<\/i><\/p>\n\n\n\n
There are a few more \u201ccircles\u201d to cover which we will in Part II of the article.<\/p>\n\n\n\n
Till then...<\/p>\n","post_title":"Journey of a coach - theory & practice (Part I)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-i","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:34","post_modified_gmt":"2024-01-29 10:55:34","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1521,"post_author":"26","post_date":"2014-10-30 10:57:02","post_date_gmt":"2014-10-30 05:27:02","post_content":"\n
$\"Network_whenhow2\"$ <\/a><\/figure>\n\n\n\n
One is never without a network and if you are reading this - it may be more to know how to grow it and\/or to overcome obstacles, often due to one's level comfort with so called \"networking\".<\/p>\n\n\n\n
If you look at how you:<\/p>\n\n\n\n
\n
got the opportunity to work in your current position<\/li>\n\n\n\n
got into your college\/school<\/li>\n\n\n\n
got your house on rent or bought your apartment<\/li>\n<\/ul>\n\n\n\n
you will see that a network - formal, informal or virtual (internet based) was at play.<\/p>\n\n\n\n
I will focus on growing your professional network and a few simple steps for it and not delve into specifics of social media, as all of you would be familiar with it.<\/p>\n\n\n\n
First, start with your existing network - which will be your current and past colleagues, your college and school alumni, friends and family. See that you stay in touch with them, by meeting them up or electronically, if you are not in touch start right away. Sending greetings for important occasions, festivals and events is a good way to start. Make it a point to call a few of them over the commute\/ weekends and work on the complete list slowly and steadily, start at top the list again once you complete it.<\/p>\n\n\n\n
What if you need to ask for a reference or a favor from a person with whom you are not in regular touch. The best way to is to be honest, there is no point in coming up with a phony reason to get in touch with them and ask for what you want. Your honesty will be appreciated, after that do thank them and make an effort to stay in touch with them. See that your nurture this set of contacts where you have already made a start.<\/p>\n\n\n\n
Once, when I was looking out for a job using my network, I made it a point to call and thank all those who forwarded my resume to their contacts and I sent a book as a gift to thank all those contacts whose help took me to the interview stage. I did it without any motive and what amazed me was the warmth from these contacts in all my future interactions.<\/p>\n\n\n\n
Second area to focus on are the professional events - there will be events where your technical or managerial domain will be the focus. You may be sponsored\/encouraged by your organizations to attend them, do not let is pass citing an excuse of being busy. Do make time to attend a few of them. If you find that you do not have this opportunity then see that you find such events and enroll yourself.<\/p>\n\n\n\n
In my experience these events certainly help you make a few contacts, you will always find a few persons whom you will find interesting and knowledgeable and connect effortlessly. The key is to nurture this - see that you follow-up with a mail and\/or a call.<\/p>\n\n\n\n
If you are the type who feels inhibited to make an opening, then do not worry. I was advised by one of my mentors to just listen and not worry about talking and enjoy being there. If you listen and observe intently you will find yourself talking soon. Your focus on the interactions and not on your perceived ability, does the trick. Try it a couple of times and see for yourself.<\/p>\n\n\n\n
Lastly, for anything to succeed one has to have the desire, then comes the effort and discipline for achieving it. A small progress or a step with positive result, is the best encouragement for you to strive towards your goals. Do ponder on your actions and results to stay focused on continuing to do this.<\/p>\n\n\n\n
One related question I hear from many of my coachees is \"visibility\" within the organization. More on that in a later post.<\/p>\n","post_title":"Networking - when and how to begin?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"networking-when-and-how-to-begin","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:58","post_modified_gmt":"2024-01-29 14:50:58","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1521","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1517,"post_author":"30","post_date":"2014-10-29 09:30:26","post_date_gmt":"2014-10-29 04:00:26","post_content":"\n
$\"sell-it\"$ <\/a><\/figure>\n\n\n\n
As a child, I used to come up with various ideas for almost anything, and ask for Rs. 1000\/- per idea. Being a child, nobody would want to pay money, that too a thousand Rupees \u2013 but, I would get something else as an appreciation for my efforts. A toffee, a cone ice cream etc.<\/p>\n\n\n\n
Further on, when I used to be active in small groups, selling was more of ideas and to get the team to converge on something, that the group can take as an action.<\/p>\n\n\n\n
As a team leader, I needed to sell the vision of the project to the team, to get everybody\u2019s buy in.<\/p>\n\n\n\n
More recently, I have been in contact with many aspiring and active entrepreneurs. Selling is something that they do with every breath.<\/p>\n\n\n\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

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\n
So, if a whole range of them outperform the targets \u2013 what does it mean? Was the manager setting the target too low? Or would we land up in the situation where even a 99.5% does not guarantee you an admission in St. Stephens College, Delhi? Would everyone really be happy if the majority are declared to be outperforming (will the share of the cream in the cake be sufficient for all of them)? Would we start sympathizing and enabling the dead wood in the organization to some how cross the minimum threshold? Will we eventually land up with mediocrity?<\/p>\n\n\n\n
How do you choose the system?<\/strong><\/p>\n\n\n\n
I am sure all these thoughts and many more go through the minds of the managers, the HR folks, the team, the organization leaders when they set up and run the systems. After all both systems have their own merits and have their own draw backs.<\/p>\n\n\n\n
I don\u2019t believe the systems per se are the issue. I believe it\u2019s the implementation that\u2019s an issue. Additionally an organization, should be keeping the system aligned with the expected behaviour from its employees. How much does team performance matter? How much does individual performance matter? Or can the organization go beyond this?<\/p>\n\n\n\n
What are the real issues ?<\/strong><\/p>\n\n\n\n
So where do the real issues come in then, with appraisals?<\/p>\n\n\n\n
First, I have seen that when I as a manager have not been giving regular feedback through the year, and helping with the development plan of my team member, I run into a problem at the end of the year. The appraisals look more like reprisals to the employee \u2013 because if they had appropriate feedback, they could have taken necessary pro-active steps to ensure their success and eventually the organization success.<\/p>\n\n\n\n
Next, when the stated organizational position is absolute performance, but then an organization thru unwritten action pushes the manager to necessarily fit a bell curve \u2013 it creates invisible chaos. I have noticed many a manager then succumbs to the pressure, because after all his\/ her own rating would be at stake if the unwritten expectation is not acted upon. Later when briefing the team there\u2019s a disconnect when the team member questions the ranking. The manager cannot explicitly state he did not stick to the organization philosophy and neither state he succumbed to the chain of command\u2019s unwritten message.<\/p>\n\n\n\n
Or when in an absolute performance system, there\u2019s an initial euphoria \u2013 with everyone knowing that they probably bettered the stated expectation. However if the organization has not outperformed \u2013 the limited goodies that come along now get split more evenly with more people. So does it now lead employees to believe that the good grading is a placebo. Should the organization have been more diligent in the level of the target being set early on in the game? Will it now start making the team not worry about the grading and encourage mediocrity?<\/p>\n\n\n\n
In addition to all these, not every thing we do is easily measurable, much less comparable. So the objectivity of the manager is already subject to his\/ her pre-existing perspective. So, can the manager ensure that it does not cloud the appraisal process?<\/p>\n\n\n\n
In Conclusion<\/strong><\/p>\n\n\n\n
In conclusion, I would say that if the true strategy of the organization and its execution is aligned and well stated, it will make any system work reasonably well. Or not doing that every system will create only a set of issues.<\/p>\n\n\n\n
Personally, I would like to see a system where the organization decentralizes this decision at the level at which people can make the decisions on allocation of budgets, career moves, promotions, hiring and firing \u2013 which in many ways are the outcome of this process. The closer you bring this to the place of action, the better aligned it will be to the needs of the team. The process of allocation from the corporate to these groups itself, should also be made clear up-front. That to me is true empowerment. That to me will show the ability of the corporate to create a self-managing organization.<\/p>\n\n\n\n
What\u2019s your thought? Do you think these systems can be fairly built or is it a mirage? If yes, how do you do it? If you think it\u2019s a mirage, then how do you lead in today\u2019s knowledge industry?<\/p>\n\n\n\n
<\/p>\n","post_title":"Performance Appraisal : Bell Curve or Absolute Performance - What's good?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"performance-appraisal-bell-curve-or-absolute-performancewhats-good","to_ping":"","pinged":"","post_modified":"2024-09-23 20:14:40","post_modified_gmt":"2024-09-23 14:44:40","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3391","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3510,"post_author":"26","post_date":"2015-06-12 13:52:40","post_date_gmt":"2015-06-12 08:22:40","post_content":"\n
$\"Cryptic$ <\/a>
Cryptic daily stand up<\/figcaption><\/figure>\n\n\n\n
The Daily Scrum is one ceremony that the teams following Scrum adopt quickly. There are some hiccups initially, which are sorted out, often with inputs from the coach\/guide. The ceremony is on time and at fixed time, occurs even if Scrum Master is not present, team members unable to attend do call in or provide an email update. Good going!<\/p>\n\n\n\n
Now slowly things change and either the updates become cryptic or verbose. After observing many teams go through this, what comes to my mind is a famous rhetorical question on delays in projects:<\/p>\n\n\n\n
Q: How does a project get delayed by a month?<\/em><\/p>\n\n\n\n
A: One day at a time.<\/em><\/p>\n\n\n\n
Now why am I quoting this here? Because something similar happens. The updates go towards cryptic or verbose as one person goes in that direction and that is not observed\/ corrected. The Scrum Master has a key role in ensuring that the scrum process is followed, he has to be alert to this.<\/p>\n\n\n\n
Here is a typical scenario:<\/p>\n\n\n\n
Mohan is working on a task TKS-210 and has had a bit of a struggle with it. His update in the daily scrum is:<\/p>\n\n\n\n
I was working on TKSK-210, will continue, no impediments. (Sigh.)<\/p>\n\n\n\n
This is accepted, i.e., no one asks any questions, maybe the team members understand the status.<\/p>\n\n\n\n
The next day update too is similar. Now it is likely that couple more team members shift to this style of update. There is an innate, unconscious tendency in humans to mimic, imitate or follow other people, which surfaces time to time. Very soon all updates become similar.<\/p>\n\n\n\n
The ideal update would include some information on -
How much work is done?
When the work is expected to complete?
If completing soon, the team member will certainly state what task he is planning to pick up next.<\/p>\n\n\n\n
Is it quite possible that the thinking on \u201cwhat next\u201d will not happen in the minds, and that is not good. There is a possibility that \u201cI will continue...\u201d kind of update will result in the person continue on task and not take up another, even if it were possible, as words said aloud influence thoughts\/thinking.<\/p>\n\n\n\n
So the Scrum Master and the team has to be alert to how the updates are provided. They can always ask questions to elicit relevant information.<\/p>\n\n\n\n
One practice that will help - is the updating of remaining hours on the task. This if done regularly, will surface in the Daily Scrum and result in update being more specific. If the remaining hours on a task is a fraction of the day, it prompts the team member to the \u201cwhat next\u201d thinking, and share the same.<\/p>\n\n\n\n
Do you have any similar experiences? Would like to hear them as well as your views.<\/p>\n","post_title":"Keeping Daily Scrum focused...","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"keeping-daily-scrum-focused","to_ping":"","pinged":"","post_modified":"2024-01-29 14:49:32","post_modified_gmt":"2024-01-29 14:49:32","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3510","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3343,"post_author":"26","post_date":"2015-05-15 09:38:10","post_date_gmt":"2015-05-15 04:08:10","post_content":"\n
As a coach, a recurring situation one faces, towards the end of the first sprint after the coaching has started, is the push and shove to the retrospective. After seemingly making the team understand that two key aspect of Agile Scrum are to surface the problems at the earliest<\/strong> and avoiding any kind of waste<\/strong>. I naively expected that the team will be eager to do the retrospective, but wiser now.<\/p>\n\n\n\n
$\"lookingback\"$ <\/figure>\n\n\n\n
<\/p>\n\n\n\n
The team will be scrambling to wrap up the work and close all stories to meet the sprint commitment made, the sprint will be kept open till the the very end and at times a few hours into the next sprint. The Sprint Planning for next sprint has to start, the Sprint Review needs to happen for stories to be closed, where is the time for retrospective? Can it be done next time?<\/p>\n\n\n\n
At times they combine Retrospective and Sprint Planning, which results in speeding through the retrospective and getting quickly into the planning. Add to this the different locations and time zones of the PO and Scrum Team. The retrospective at times is scheduled after Sprint Planning, which is anyway better than not having it at all.<\/p>\n\n\n\n
So here is how it goes, the three questions are asked, inputs collated and a mail sent to all stakeholders and the collated inputs made available in a common area. Very less focus on listening to each other and trying to resolve issues.<\/p>\n\n\n\n
The way I deal with this is that I share with the Scrum Master and team on how an ideal Retrospective should proceed and leave it to them to get close to it:
- Use post-its to capture what went well, stick on board, have one of team read all of it. Clarify any point that is not clear,
- Same for what did not go well,
- Same for what they would start to do,
- At this juncture prioritize the start to do\/action items and brainstorm, starting from top till the time runs out.<\/p>\n\n\n\n
This has worked well, teams typically identify one to three items and come up with reasonable details for implementing them. If required I remind them of these mid sprint, some steps are taken and progress made, this helps in them getting into the habit of doing retrospectives regularly.<\/p>\n\n\n\n
One more point to note is that a problem that seems \u201ca way of life\u201d, at end of first sprint may get some solutions, in the subsequent sprint. My reading of this is that the problem when noted first is annoying and frustrating, team is mentally tired to work on it. But when the same problem surfaces again, they are able to come up with a solution, as the frustration is vented in past.<\/p>\n\n\n\n
Let me share one example. This is to do with a scarce DBA resource causing stories to be re-opened due to delayed inputs\/review. At the end of first sprint they made note of this issue and came out strongly on \u201cthis how it is going to be\u201d, \u201cwe have escalated enough already in past\u201d. The issue surfaced again in next sprint, as it was discussed before, the emotions were in check. One of team suggested that we use the grooming pattern, i.e., plan\/do in advance. They figured out a way to deal with it.<\/p>\n\n\n\n
Another oft repeating issue is the frustration of not being able to close a story, because just the show and tell (demo) could not happen, or a build and test in correct environment was not completed due to big queue in CM. The team argues for closing the story, they feel that they are loosing story points for no fault of theirs. Here as a coach, one has to reinforce the concept of \u201cDone\u201d and revisit the concept of \u201cVelocity\u201d.<\/p>\n","post_title":"Initial coaching interventions for Retrospectives","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"initial-coaching-interventions-for-retrospectives","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:04","post_modified_gmt":"2024-01-29 14:50:04","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3343","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3339,"post_author":"26","post_date":"2015-04-11 09:33:55","post_date_gmt":"2015-04-11 04:03:55","post_content":"\n
Teams new to Scrum have a product backlog. The backlog will be groomed to some degree, typically have clarity for up to one to two sprints. The priority will be clear, with fair amount of detail on the requirements. The estimates may be present, it could be story points or a masked form of an effort estimate.<\/p>\n\n\n\n
The Product Owner (PO), who is not co-located in most of the teams will participate in Sprint Planning and along with the Scrum Master and team pick a set of stories to be done in the Sprint. After this the team jumps into doing the work. Detailed Sprint Planning is given a miss as PO will not be available for the entire duration and the team reluctant to do task based estimate for variety of reasons, if they do it is done by a few senior members of the team.<\/p>\n\n\n\n
This is where the first intervention from coach is needed, coax them to do detailed planning i.e., break down the stories into tasks and corresponding effort estimates. Insist that the entire team be involved and ensure that they balance the work they are taking up with the capacity the team has. Here is where they get to see one of the characteristics of Scrum \u2013 uncovering the problems at the earliest, and as a coach one should ensure that they become aware of it.<\/p>\n\n\n\n
$\"Sprint_Plan_1\"$ <\/figure>\n\n\n\n
Few things they discover:
- there may not be enough Analysis\/Dev\/DBA\/QA capacity in the team
- some of the team may not be fully utilized
- as they break down stories to tasks they realize that some stories cannot be completed, due to external dependencies, that is unlikely to be fulfilled.
- they may require more information from the PO.
- lastly the entire team gains an understanding what is planned to be accomplished.<\/p>\n\n\n\n
And it is interesting to see how they work around this:
- make use of team members not fully utilized to accomplish some of the tasks.
- the above at times involves redistributing the work, so that team members volunteering outside their domain, can take up relatively simpler tasks.
- go back to PO\/stakeholders and try to get the dependencies resolved or pick another story, this one requires a push from coach.
- get clarity on requirements from PO, this has to happen the next day.
- re-adjust the sprint backlog taking the above into account.<\/p>\n\n\n\n
$\"Sprint_Plan_2\"$ <\/figure>\n\n\n\n
At times guidelines are adhered to, planning sessions is time-boxed, they assume that all planning needs to happen in one sitting. Here is where, as a coach, one has to make them see the \"why\" behind a particular step, \"what\" outcome is desired? The outcome of having a proper Sprint Plan is more important than accomplishing it a single time-boxed session.<\/p>\n\n\n\n
As they complete this they realize that in past sprints, they grappled with these issues, towards the end of the sprint. Now they have ample time to cope with it \u2013 the benefit of Scrum uncovering problems earlier is leveraged.<\/p>\n\n\n\n
There is reluctance to do task effort estimates. In the traditional planning task estimates are done for entire project even with some requirements not being clear. This would have resulted in lot of waste, this coupled with notion that agile means no planning is the major cause of the reluctance. As a coach, one needs to highlight that there is better clarity on requirements and it is being done for just a sprint, so there is no waste. The reluctance is also due to lack of understanding of the difference between story point, size and effort estimates, this needs to be addressed.<\/p>\n\n\n\n
At this juncture the team is ready to make and take on the commitment with higher confidence. You can see the related blog on retrospectives.<\/p>\n","post_title":"Initial coaching interventions for Sprint Planning","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"initial-coaching-interventions-for-sprint-planning","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:24","post_modified_gmt":"2024-01-29 14:50:24","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3339","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1519,"post_author":"33","post_date":"2014-11-09 12:15:54","post_date_gmt":"2014-11-09 06:45:54","post_content":"\n
$\"\"\/$ <\/figure>\n\n\n\n
  <\/p>\n\n\n\n
Leaders have only two jobs:<\/p>\n\n\n\n
1) Getting work done<\/p>\n\n\n\n
2) Growing the people<\/p>\n\n\n\n
Coaching as a leadership\/management style achieves both.<\/p>\n\n\n\n
With Command & Control approach, managers may get the work done in the short term, by force. But that might have negative impacts on the team in terms of :<\/p>\n\n\n\n
- Lack of ownership<\/p>\n\n\n\n
- Low motivation<\/p>\n\n\n\n
- Poor quality output<\/p>\n\n\n\n
- Low productivity<\/p>\n\n\n\n
- Missed schedules etc.<\/p>\n\n\n\n
Command & Control might also impact development of team members negatively. Teams might wait for manager to give instruction. They might hesitate to take initiative as it might get overruled by the manager. They might stop thinking new & innovative ideas as the manager will always tell them what to do.<\/p>\n\n\n\n
On the other hand, with Coaching as the leadership style, managers will empower the team members to come out with new ideas, solutions and encourage them to implement them. They will help the team members to discover their strengths by asking questions & challenging them. This builds motivation and ownership in the team members.<\/p>\n\n\n\n
Having said that, there are situations where Managers need to use command & control approaches. For example, in a fire fighting situation where extremely quick response in needed. There will be a need for different approaches for different team members \u2013 someone may need more directive input & constant oversight and someone may need a lot of freedom.<\/p>\n\n\n\n
A good leader is one who has high self awareness, self-regulation, self-motivation and empathy through which he\/she can sense and respond differently, in a conscious way, to different situations & different people.<\/p>\n\n\n\n
However, to be a good Leader, coaching way of management style should be the most natural approach and command & control should be the exception.<\/p>\n","post_title":"Coaching vs Command & Control style of Management","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"coaching-vs-command-control-style-of-management","to_ping":"","pinged":"","post_modified":"2024-01-29 15:34:20","post_modified_gmt":"2024-01-29 15:34:20","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1519","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1456,"post_author":"31","post_date":"2014-11-09 12:15:37","post_date_gmt":"2014-11-09 06:45:37","post_content":"\n
In an earlier article \u201cJourney of a coach \u2013 theory & practice (Part I)<\/a>, we introduced the \u201ccircles of influence\u201d which form the context (see diagram below) for coaching process.<\/p>\n\n\n\n
$\"image\"$ <\/a> The circles in the diagram above have a significant bearing on coaching effectiveness and need to be addressed by the coach using the theory of coaching (such as Whitmore\u2019s book on \u201cCoaching for Performance\u201d). In the case of some circles, the theory may \u201cend\u201d at some point and the coach will have \u201cinterpret\u201d and \u201cextend\u201d it for the specific coachee situation at hand.<\/p>\n\n\n\n
We covered the following in Part I of this article:<\/p>\n\n\n\n
\u00b7 Circle #1: Are all situations \u201ccoaching situations\u201d?<\/p>\n\n\n\n
\u00b7 Circle #2: Are people always receptive to coaching?<\/p>\n\n\n\n
In this Part II, we will cover the two remaining circles.<\/p>\n\n\n\n
Circle #3: Are coaches sometimes helpless?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
Circle #3 above regarding \u201cbeliefs, perceptions and personal circumstances\u201d can actually be quite a hard shell hindering coaching progress. But it is often an invisible hard shell because people will share only so much of their innermost beliefs and personal circumstances even though they are impacting their work performance. Coaches make chance discoveries of this shell in the Reality check part (that is, the current state of affairs that needs to improve to meet the Goal) of the Goal-Reality-Options-Will (GROW) model of Whitmore. Here are examples:<\/p>\n\n\n\n
\u00b7 A coachee once candidly admitted that he was himself the reason for his declining performance at work. The reason was that his family was going through his sister\u2019s painful divorce in the US and her life coming back to India. He just could not go about work as usual<\/p>\n\n\n\n
\u00b7 A second coachee had a lot of issues with his manager. He felt that the manager\u2019s lack of domain knowledge resulted in his not realizing & recognizing the value of the coachee\u2019s work. In addition, the coachee seemed to indicate that lack of recognition of his work had to do with his belonging to a minority religious community in India<\/p>\n\n\n\n
\u00b7 Yet another coachee told my colleague (also a Performance Coach) that her problems arose because her boss was an inveterate woman-hater<\/p>\n\n\n\n
These are situations of tight-rope walking for a performance coach! In situations of personal crisis, the coach may only help by sympathetic and patient listening. This may help the coachee more than one would think \u2013 just getting the problem \u201coff his chest\u201d often helps and relieves stress. Being less stressed, he may be able to come to grips with his personal predicament and deal with it better. However, coachee\u2019s entrenched beliefs on, say, religion and gender can be very challenging for the coach to deal with. Some deep-rooted beliefs may indicate pathology needing help from a trained therapist \u2013 far beyond the scope of performance coaching and the ability of the coach.<\/p>\n\n\n\n
Circle #4: Is the coachee\u2019s work environment conducive?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The last circle of influence is the coachee\u2019s work. Sometimes, people have told me that they are \u201cstuck\u201d in positions \u2013 say, \u201croutine\u201d software bug fixing and maintenance where there is really no scope for \u201clearning, enjoyment and fulfillment\u201d (you may like to read My Team is not motivated!!!<\/a> by my colleague Prasanna Moses on this). Most of us would agree that there is far less drudgery at work in today\u2019s knowledge-centric world than even just 30 years ago. We would also agree that there is no such thing as 100% \u201csexy\u201d work (unless of course, you are doing breakthrough work of your calling \u2013 say, in quantum computing). So, when coachees complain about their current work\/role and the lack of sexiness thereof, I ask them questions about what makes it boring, what they can do about it and so on \u2013 hopefully making them better aware of interesting possibilities in what they were doing. In some cases, people have hinted to me that they are considering quitting their \u201cboring\u201d job and looking for a reaction. Under such circumstances, to be fair to the coachee and to the coachee\u2019s employer (who is paying my fees!), I would say the best option is to ask the coachee questions exploring his rationale for leaving (without being judgmental on whether it is right or wrong) \u2013 like what does he think leaving the job will achieve, how will it get him closer to his goals, how is he sure that the same problems would not repeat themselves in the new organization and so on. The ultimate decision should be the coachee\u2019s based on introspection triggered by your questions. He may still choose to quit \u2013 but that is another matter! As far as you are concerned as a coach, you have played it fair & square. It is not unthinkable that you as the coach may actually agree with his rationale for seeking another job!<\/p>\n\n\n\n
A related aspect is also the organizational environment in which the coachee works \u2013 over & above his immediate work\/role discussed above. In sports coaching, the strong individual motivation is a given and the coachee has a great deal of control over what he can and cannot do to enhance his performance. The circumstances for software project managers are different. Their GROW model is in the context of an organization with its culture, policies, processes and so on. As a coach, I have encountered some real challenges here \u2013 the Project Manager may be aspiring to do something of value in his project but his line management and work environment may not be supportive. Some organizational policies can be insensitive to people and even draconian. In one software development organization, if project team members logged in less than 40 hours per week of approved work, there would be automatic cuts in their pay while the significant additional work needed at other times went scarcely noticed! How can one be expected to learn and enjoy their work in such an environment? In such cases, we do bring it up with the line management for addressing them and offer our help as well. To be honest, it worked sometimes and it did not in as many cases.<\/p>\n\n\n\n
In summary, as a practicing coach, you are bound to run into situations like the ones above which make you stop and ponder as to what extent theory can lead practice! You may need to introspect and think of newer ways of extending \u201ctheory\u201d or just use good old common sense and move on! At PM Power, we have the coaches\u2019 conclave where these situations are discussed to see how best to help the coachee considering all the circles of influence. It has significantly helped our coaches in specific situations and in honing their coaching skills in general.<\/p>\n\n\n\n
We invite you to share your coaching experiences (as a coach or a coachee) and we would be happy to share our perspectives which may be of help. You may reach us at info@pm-powerconsulting.com.<\/p>\n","post_title":"Journey of a coach - theory & practice (Part II)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-ii","to_ping":"","pinged":"","post_modified":"2024-01-29 10:54:32","post_modified_gmt":"2024-01-29 10:54:32","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1456","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1514,"post_author":"31","post_date":"2014-11-02 12:24:22","post_date_gmt":"2014-11-02 06:54:22","post_content":"\n
A speaker finishes a great speech \u2013 at least, HE thinks it is great! He then asks, \u201cAny questions?\u201d What does he expect? If I were him, I would expect the audience to demonstrate a level of understanding of what the speech was all about and ask meaningful questions - clarifying the ground covered and even extending from there.<\/p>\n\n\n\n
These are situations where one actually wants to be questioned to get a sense a satisfaction that the effort (the speech, in this case) has been worthwhile. But there are other situations where being questioned has a very negative connotation. It implies questioning the ability of the person being questioned or the work that he has done.<\/p>\n\n\n\n
The important thing is that the intent of questioning should be to seek understanding rather than putting down someone. Hence, even the tone of questioning is very important. Consider the difference between, \u201cWhy did you do THAT?\u201d and \u201cWhat are your reasons for doing THAT?\u201d<\/p>\n\n\n\n
The tone of the former question is judgmental while the same question asked differently demonstrates an openness and a neutral tone. The tone is important because it can either put people off & make them defensive or it can make them relaxed and explain their rationale for an idea or a course of action.<\/p>\n\n\n\n
From the above, it follows that there is a big difference between \u201cquestioning\u201d and \u201casking questions\u201d.<\/p>\n\n\n\n
$\"image\"$ <\/figure>\n\n\n\n
In the work context, a manager who adopts an approach of \u201casking questions\u201d enables an environment where his reportees apply their mind to the situation at hand and exercise their best judgment on the right course of action.<\/p>\n\n\n\n
The manager can use questions to expand the reportee\u2019s thinking and make him aware of aspects he may not have thought of (instead of just instructing him what to do).<\/p>\n\n\n\n
Hence asking questions contributes to the reportee\u2019s overall development and ability to deal with situations with minimal oversight. Equally important, it enables greater responsibility on the part of the reportee so that the implementation aspects of his suggestions are fully owned by him.<\/p>\n\n\n\n
Through this, the manager\u2019s time is also freed up from routine oversight functions to take up important but not urgent tasks.<\/p>\n\n\n\n
In a highly dynamic world, the approach of \u201casking questions\u201d is not just \u201ca nice to have\u201d but an imperative to empower people and ensure that the organization as a whole responds fast to changes in the environment.<\/p>\n\n\n\n
\u201cAsking questions\u201d is an essential part of the tool set of a coach who may be the line manager himself. You consciously adopt the approach for improving the \u201cawareness\u201d of the coachee and therefore, open his mind to his perceptions & other possibilities and take \u201cresponsibility\u201d for the options for actions that he chooses.<\/p>\n\n\n\n
Finally, adopting the approach of \u201casking questions\u201d needs a complementing skill which is ACTIVE listening. A coach cannot sustain a session of asking questions without actually listening well, understanding and re-phrasing of what the coachee says.<\/p>\n\n\n\n
As with most things in life, practice makes perfect \u2013 it takes time and experience to hone the approach of asking questions and the skill of active listening. But they can indeed be developed for individual and organizational benefit. The time to start is NOW!<\/p>\n","post_title":"Questioning and Asking Questions - what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"questioning-and-asking-questions-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:02","post_modified_gmt":"2024-01-29 10:55:02","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1514","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1448,"post_author":"31","post_date":"2014-11-02 06:59:09","post_date_gmt":"2014-11-02 01:29:09","post_content":"\n
This article is part of the series on \u201cJourney of a coach\u201d covering my experiences as a performance coach. You may have the read an earlier article in the series on \u201cJourney of a coach \u2013 the beginning\u201d<\/a>. The journey continues here...<\/p>\n\n\n\n
Yogi Berra, New York Yankees baseball player (arguably the best catcher of all time) said, \u201cIn theory, there is no difference between theory & practice. But in practice, there is!\u201d So, this article is about the theory & practice of coaching for performance \u2013 not baseball players but people managing software projects.<\/p>\n\n\n\n
In my context, the \u201ctheory\u201d was mostly \u201cCoaching for Performance\u201d by John Whitmore (by the way, there is another article of mine on Whitmore<\/a> if you are interested). The \u201cpractice\u201d was, of course, my actual experiences over the years.<\/p>\n\n\n\n
A caveat \u2013 I am not here to debunk theory and hail practice - as a cardiac surgeon might! I have a great deal of respect for Whitmore\u2019s book on Coaching for Performance. The book provided a solid reference and a practical guide for my work as a coach all these years.<\/p>\n\n\n\n
However, I do have my own \u201cinterpretations\u201d and \u201cextensions\u201d of the theory in actual practice which I wish to share. I will use the diagram below which shows the context for coaching.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
You can see the \u201ccircles of influence\u201d around the coachee which would have a bearing on coaching and its effectiveness. We will cover each of these circles with examples. Note that the coach\u2019s experience, beliefs and perceptions are also significant in the context in addition to his skills for coaching.<\/p>\n\n\n\n
Circle #1: Are all situations \u201ccoaching situations\u201d?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The first circle of influence is the coaching situation faced by the coachee at work. For example, it could be that he is recently promoted and finds gaining acceptance in his team a challenge.<\/p>\n\n\n\n
The question is whether all such work situations are amenable for coaching - whether you are the manager of the coachee or an external coach. If you follow the \u201ctheory\u201d (that is Whitmore), a coaching style can become the default management style of the entire organization for all occasions.<\/p>\n\n\n\n
In other words, all manager-reportee interactions can naturally follow the coaching style \u2013 the manager following the sequence of helping his reportee to identify the goal he is seeking to achieve, assess the current state of affairs, consider the available options to achieve the goal and making the commitment-making to make it happen.<\/p>\n\n\n\n
That is all very well, but what if you are a commando fighting a guerrilla war in a jungle and see a metal tube from the foliage pointing at you. Your commander (\u201cmanager\u201d) is not going to coach you through the situation, is he?<\/p>\n\n\n\n
There are also other equivalent (but less extreme) situations at work when time is of essence and all that the coachee needs is information or simple direction (like for example, how to balance staff loading in a project schedule).<\/p>\n\n\n\n
So, my interpretation of theory is that there is better pay-off of coaching in some situations than others. However, there are many, many work situations wherein the quality of work<\/b> or results<\/b> is very important, the learning<\/b> for the coachee very important and it is not an emergency<\/b>. Coaching is very relevant in those cases.<\/p>\n\n\n\n
Circle #2: Are people always receptive to coaching?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The next circle of influence is relating to how receptive people are to coaching even if their work situation was amenable for it.<\/p>\n\n\n\n
Are they motivated enough to become more aware<\/b> and take responsibility<\/b> by themselves and not just because their employer has enrolled them in a training & coaching program?<\/p>\n\n\n\n
Maslow\u2019s theory is that motivation is linked to the stage an individual is at in a hierarchy of needs (see diagram below from Whitmore\u2019s Coaching for Performance). Note that Whitmore has split Maslow\u2019s Esteem stage into two \u2013 Esteem from others and Self-esteem.<\/p>\n\n\n\n
At the stage of Esteem from others, one is looking \u201cexternal\u201d recognition and prestige as motivators. At the stage of Self-esteem, external motivators tend to become less important. More important is the need to make a difference and being empowered to do so enhancing self-esteem. This self-esteem stage is where coaching makes the biggest impact for personal growth.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
Source: Coaching for Performance by John Whitmore<\/i><\/p>\n\n\n\n
There are a few more \u201ccircles\u201d to cover which we will in Part II of the article.<\/p>\n\n\n\n
Till then...<\/p>\n","post_title":"Journey of a coach - theory & practice (Part I)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-i","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:34","post_modified_gmt":"2024-01-29 10:55:34","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1521,"post_author":"26","post_date":"2014-10-30 10:57:02","post_date_gmt":"2014-10-30 05:27:02","post_content":"\n
$\"Network_whenhow2\"$ <\/a><\/figure>\n\n\n\n
One is never without a network and if you are reading this - it may be more to know how to grow it and\/or to overcome obstacles, often due to one's level comfort with so called \"networking\".<\/p>\n\n\n\n
If you look at how you:<\/p>\n\n\n\n
\n
got the opportunity to work in your current position<\/li>\n\n\n\n
got into your college\/school<\/li>\n\n\n\n
got your house on rent or bought your apartment<\/li>\n<\/ul>\n\n\n\n
you will see that a network - formal, informal or virtual (internet based) was at play.<\/p>\n\n\n\n
I will focus on growing your professional network and a few simple steps for it and not delve into specifics of social media, as all of you would be familiar with it.<\/p>\n\n\n\n
First, start with your existing network - which will be your current and past colleagues, your college and school alumni, friends and family. See that you stay in touch with them, by meeting them up or electronically, if you are not in touch start right away. Sending greetings for important occasions, festivals and events is a good way to start. Make it a point to call a few of them over the commute\/ weekends and work on the complete list slowly and steadily, start at top the list again once you complete it.<\/p>\n\n\n\n
What if you need to ask for a reference or a favor from a person with whom you are not in regular touch. The best way to is to be honest, there is no point in coming up with a phony reason to get in touch with them and ask for what you want. Your honesty will be appreciated, after that do thank them and make an effort to stay in touch with them. See that your nurture this set of contacts where you have already made a start.<\/p>\n\n\n\n
Once, when I was looking out for a job using my network, I made it a point to call and thank all those who forwarded my resume to their contacts and I sent a book as a gift to thank all those contacts whose help took me to the interview stage. I did it without any motive and what amazed me was the warmth from these contacts in all my future interactions.<\/p>\n\n\n\n
Second area to focus on are the professional events - there will be events where your technical or managerial domain will be the focus. You may be sponsored\/encouraged by your organizations to attend them, do not let is pass citing an excuse of being busy. Do make time to attend a few of them. If you find that you do not have this opportunity then see that you find such events and enroll yourself.<\/p>\n\n\n\n
In my experience these events certainly help you make a few contacts, you will always find a few persons whom you will find interesting and knowledgeable and connect effortlessly. The key is to nurture this - see that you follow-up with a mail and\/or a call.<\/p>\n\n\n\n
If you are the type who feels inhibited to make an opening, then do not worry. I was advised by one of my mentors to just listen and not worry about talking and enjoy being there. If you listen and observe intently you will find yourself talking soon. Your focus on the interactions and not on your perceived ability, does the trick. Try it a couple of times and see for yourself.<\/p>\n\n\n\n
Lastly, for anything to succeed one has to have the desire, then comes the effort and discipline for achieving it. A small progress or a step with positive result, is the best encouragement for you to strive towards your goals. Do ponder on your actions and results to stay focused on continuing to do this.<\/p>\n\n\n\n
One related question I hear from many of my coachees is \"visibility\" within the organization. More on that in a later post.<\/p>\n","post_title":"Networking - when and how to begin?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"networking-when-and-how-to-begin","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:58","post_modified_gmt":"2024-01-29 14:50:58","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1521","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1517,"post_author":"30","post_date":"2014-10-29 09:30:26","post_date_gmt":"2014-10-29 04:00:26","post_content":"\n
$\"sell-it\"$ <\/a><\/figure>\n\n\n\n
As a child, I used to come up with various ideas for almost anything, and ask for Rs. 1000\/- per idea. Being a child, nobody would want to pay money, that too a thousand Rupees \u2013 but, I would get something else as an appreciation for my efforts. A toffee, a cone ice cream etc.<\/p>\n\n\n\n
Further on, when I used to be active in small groups, selling was more of ideas and to get the team to converge on something, that the group can take as an action.<\/p>\n\n\n\n
As a team leader, I needed to sell the vision of the project to the team, to get everybody\u2019s buy in.<\/p>\n\n\n\n
More recently, I have been in contact with many aspiring and active entrepreneurs. Selling is something that they do with every breath.<\/p>\n\n\n\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 10 of 12 Previous 1 … 9 10 11 12 Next

\n
The absolute performance proponents would state that the goal setting exercise sets the expectation. So when it comes to measuring if you have performed better than the goals (how many ever in the team), everyone then deserves to be ranked an out performer. If you have missed the goals by a pre-set margin, only then you are an underperformer. Well all through our school days it was clear what would give a distinction or what would cause me to fail the exams isn\u2019t it. This would be reinforced by the fact that in a team model \u2013 the team is not in a race amongst themselves, so everyone will be willing to help thy buddy to succeed as well, thus reinforcing the team first principle. If someone still underperforms, then it\u2019s appropriate to let go. After all everyone feels happy when everyone around them is happily rated. So this model sounds good too to promote team performance, is it or is it not?<\/p>\n\n\n\n
So, if a whole range of them outperform the targets \u2013 what does it mean? Was the manager setting the target too low? Or would we land up in the situation where even a 99.5% does not guarantee you an admission in St. Stephens College, Delhi? Would everyone really be happy if the majority are declared to be outperforming (will the share of the cream in the cake be sufficient for all of them)? Would we start sympathizing and enabling the dead wood in the organization to some how cross the minimum threshold? Will we eventually land up with mediocrity?<\/p>\n\n\n\n
How do you choose the system?<\/strong><\/p>\n\n\n\n
I am sure all these thoughts and many more go through the minds of the managers, the HR folks, the team, the organization leaders when they set up and run the systems. After all both systems have their own merits and have their own draw backs.<\/p>\n\n\n\n
I don\u2019t believe the systems per se are the issue. I believe it\u2019s the implementation that\u2019s an issue. Additionally an organization, should be keeping the system aligned with the expected behaviour from its employees. How much does team performance matter? How much does individual performance matter? Or can the organization go beyond this?<\/p>\n\n\n\n
What are the real issues ?<\/strong><\/p>\n\n\n\n
So where do the real issues come in then, with appraisals?<\/p>\n\n\n\n
First, I have seen that when I as a manager have not been giving regular feedback through the year, and helping with the development plan of my team member, I run into a problem at the end of the year. The appraisals look more like reprisals to the employee \u2013 because if they had appropriate feedback, they could have taken necessary pro-active steps to ensure their success and eventually the organization success.<\/p>\n\n\n\n
Next, when the stated organizational position is absolute performance, but then an organization thru unwritten action pushes the manager to necessarily fit a bell curve \u2013 it creates invisible chaos. I have noticed many a manager then succumbs to the pressure, because after all his\/ her own rating would be at stake if the unwritten expectation is not acted upon. Later when briefing the team there\u2019s a disconnect when the team member questions the ranking. The manager cannot explicitly state he did not stick to the organization philosophy and neither state he succumbed to the chain of command\u2019s unwritten message.<\/p>\n\n\n\n
Or when in an absolute performance system, there\u2019s an initial euphoria \u2013 with everyone knowing that they probably bettered the stated expectation. However if the organization has not outperformed \u2013 the limited goodies that come along now get split more evenly with more people. So does it now lead employees to believe that the good grading is a placebo. Should the organization have been more diligent in the level of the target being set early on in the game? Will it now start making the team not worry about the grading and encourage mediocrity?<\/p>\n\n\n\n
In addition to all these, not every thing we do is easily measurable, much less comparable. So the objectivity of the manager is already subject to his\/ her pre-existing perspective. So, can the manager ensure that it does not cloud the appraisal process?<\/p>\n\n\n\n
In Conclusion<\/strong><\/p>\n\n\n\n
In conclusion, I would say that if the true strategy of the organization and its execution is aligned and well stated, it will make any system work reasonably well. Or not doing that every system will create only a set of issues.<\/p>\n\n\n\n
Personally, I would like to see a system where the organization decentralizes this decision at the level at which people can make the decisions on allocation of budgets, career moves, promotions, hiring and firing \u2013 which in many ways are the outcome of this process. The closer you bring this to the place of action, the better aligned it will be to the needs of the team. The process of allocation from the corporate to these groups itself, should also be made clear up-front. That to me is true empowerment. That to me will show the ability of the corporate to create a self-managing organization.<\/p>\n\n\n\n
What\u2019s your thought? Do you think these systems can be fairly built or is it a mirage? If yes, how do you do it? If you think it\u2019s a mirage, then how do you lead in today\u2019s knowledge industry?<\/p>\n\n\n\n
<\/p>\n","post_title":"Performance Appraisal : Bell Curve or Absolute Performance - What's good?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"performance-appraisal-bell-curve-or-absolute-performancewhats-good","to_ping":"","pinged":"","post_modified":"2024-09-23 20:14:40","post_modified_gmt":"2024-09-23 14:44:40","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3391","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3510,"post_author":"26","post_date":"2015-06-12 13:52:40","post_date_gmt":"2015-06-12 08:22:40","post_content":"\n
$\"Cryptic$ <\/a>
Cryptic daily stand up<\/figcaption><\/figure>\n\n\n\n
The Daily Scrum is one ceremony that the teams following Scrum adopt quickly. There are some hiccups initially, which are sorted out, often with inputs from the coach\/guide. The ceremony is on time and at fixed time, occurs even if Scrum Master is not present, team members unable to attend do call in or provide an email update. Good going!<\/p>\n\n\n\n
Now slowly things change and either the updates become cryptic or verbose. After observing many teams go through this, what comes to my mind is a famous rhetorical question on delays in projects:<\/p>\n\n\n\n
Q: How does a project get delayed by a month?<\/em><\/p>\n\n\n\n
A: One day at a time.<\/em><\/p>\n\n\n\n
Now why am I quoting this here? Because something similar happens. The updates go towards cryptic or verbose as one person goes in that direction and that is not observed\/ corrected. The Scrum Master has a key role in ensuring that the scrum process is followed, he has to be alert to this.<\/p>\n\n\n\n
Here is a typical scenario:<\/p>\n\n\n\n
Mohan is working on a task TKS-210 and has had a bit of a struggle with it. His update in the daily scrum is:<\/p>\n\n\n\n
I was working on TKSK-210, will continue, no impediments. (Sigh.)<\/p>\n\n\n\n
This is accepted, i.e., no one asks any questions, maybe the team members understand the status.<\/p>\n\n\n\n
The next day update too is similar. Now it is likely that couple more team members shift to this style of update. There is an innate, unconscious tendency in humans to mimic, imitate or follow other people, which surfaces time to time. Very soon all updates become similar.<\/p>\n\n\n\n
The ideal update would include some information on -
How much work is done?
When the work is expected to complete?
If completing soon, the team member will certainly state what task he is planning to pick up next.<\/p>\n\n\n\n
Is it quite possible that the thinking on \u201cwhat next\u201d will not happen in the minds, and that is not good. There is a possibility that \u201cI will continue...\u201d kind of update will result in the person continue on task and not take up another, even if it were possible, as words said aloud influence thoughts\/thinking.<\/p>\n\n\n\n
So the Scrum Master and the team has to be alert to how the updates are provided. They can always ask questions to elicit relevant information.<\/p>\n\n\n\n
One practice that will help - is the updating of remaining hours on the task. This if done regularly, will surface in the Daily Scrum and result in update being more specific. If the remaining hours on a task is a fraction of the day, it prompts the team member to the \u201cwhat next\u201d thinking, and share the same.<\/p>\n\n\n\n
Do you have any similar experiences? Would like to hear them as well as your views.<\/p>\n","post_title":"Keeping Daily Scrum focused...","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"keeping-daily-scrum-focused","to_ping":"","pinged":"","post_modified":"2024-01-29 14:49:32","post_modified_gmt":"2024-01-29 14:49:32","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3510","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3343,"post_author":"26","post_date":"2015-05-15 09:38:10","post_date_gmt":"2015-05-15 04:08:10","post_content":"\n
As a coach, a recurring situation one faces, towards the end of the first sprint after the coaching has started, is the push and shove to the retrospective. After seemingly making the team understand that two key aspect of Agile Scrum are to surface the problems at the earliest<\/strong> and avoiding any kind of waste<\/strong>. I naively expected that the team will be eager to do the retrospective, but wiser now.<\/p>\n\n\n\n
$\"lookingback\"$ <\/figure>\n\n\n\n
<\/p>\n\n\n\n
The team will be scrambling to wrap up the work and close all stories to meet the sprint commitment made, the sprint will be kept open till the the very end and at times a few hours into the next sprint. The Sprint Planning for next sprint has to start, the Sprint Review needs to happen for stories to be closed, where is the time for retrospective? Can it be done next time?<\/p>\n\n\n\n
At times they combine Retrospective and Sprint Planning, which results in speeding through the retrospective and getting quickly into the planning. Add to this the different locations and time zones of the PO and Scrum Team. The retrospective at times is scheduled after Sprint Planning, which is anyway better than not having it at all.<\/p>\n\n\n\n
So here is how it goes, the three questions are asked, inputs collated and a mail sent to all stakeholders and the collated inputs made available in a common area. Very less focus on listening to each other and trying to resolve issues.<\/p>\n\n\n\n
The way I deal with this is that I share with the Scrum Master and team on how an ideal Retrospective should proceed and leave it to them to get close to it:
- Use post-its to capture what went well, stick on board, have one of team read all of it. Clarify any point that is not clear,
- Same for what did not go well,
- Same for what they would start to do,
- At this juncture prioritize the start to do\/action items and brainstorm, starting from top till the time runs out.<\/p>\n\n\n\n
This has worked well, teams typically identify one to three items and come up with reasonable details for implementing them. If required I remind them of these mid sprint, some steps are taken and progress made, this helps in them getting into the habit of doing retrospectives regularly.<\/p>\n\n\n\n
One more point to note is that a problem that seems \u201ca way of life\u201d, at end of first sprint may get some solutions, in the subsequent sprint. My reading of this is that the problem when noted first is annoying and frustrating, team is mentally tired to work on it. But when the same problem surfaces again, they are able to come up with a solution, as the frustration is vented in past.<\/p>\n\n\n\n
Let me share one example. This is to do with a scarce DBA resource causing stories to be re-opened due to delayed inputs\/review. At the end of first sprint they made note of this issue and came out strongly on \u201cthis how it is going to be\u201d, \u201cwe have escalated enough already in past\u201d. The issue surfaced again in next sprint, as it was discussed before, the emotions were in check. One of team suggested that we use the grooming pattern, i.e., plan\/do in advance. They figured out a way to deal with it.<\/p>\n\n\n\n
Another oft repeating issue is the frustration of not being able to close a story, because just the show and tell (demo) could not happen, or a build and test in correct environment was not completed due to big queue in CM. The team argues for closing the story, they feel that they are loosing story points for no fault of theirs. Here as a coach, one has to reinforce the concept of \u201cDone\u201d and revisit the concept of \u201cVelocity\u201d.<\/p>\n","post_title":"Initial coaching interventions for Retrospectives","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"initial-coaching-interventions-for-retrospectives","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:04","post_modified_gmt":"2024-01-29 14:50:04","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3343","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3339,"post_author":"26","post_date":"2015-04-11 09:33:55","post_date_gmt":"2015-04-11 04:03:55","post_content":"\n
Teams new to Scrum have a product backlog. The backlog will be groomed to some degree, typically have clarity for up to one to two sprints. The priority will be clear, with fair amount of detail on the requirements. The estimates may be present, it could be story points or a masked form of an effort estimate.<\/p>\n\n\n\n
The Product Owner (PO), who is not co-located in most of the teams will participate in Sprint Planning and along with the Scrum Master and team pick a set of stories to be done in the Sprint. After this the team jumps into doing the work. Detailed Sprint Planning is given a miss as PO will not be available for the entire duration and the team reluctant to do task based estimate for variety of reasons, if they do it is done by a few senior members of the team.<\/p>\n\n\n\n
This is where the first intervention from coach is needed, coax them to do detailed planning i.e., break down the stories into tasks and corresponding effort estimates. Insist that the entire team be involved and ensure that they balance the work they are taking up with the capacity the team has. Here is where they get to see one of the characteristics of Scrum \u2013 uncovering the problems at the earliest, and as a coach one should ensure that they become aware of it.<\/p>\n\n\n\n
$\"Sprint_Plan_1\"$ <\/figure>\n\n\n\n
Few things they discover:
- there may not be enough Analysis\/Dev\/DBA\/QA capacity in the team
- some of the team may not be fully utilized
- as they break down stories to tasks they realize that some stories cannot be completed, due to external dependencies, that is unlikely to be fulfilled.
- they may require more information from the PO.
- lastly the entire team gains an understanding what is planned to be accomplished.<\/p>\n\n\n\n
And it is interesting to see how they work around this:
- make use of team members not fully utilized to accomplish some of the tasks.
- the above at times involves redistributing the work, so that team members volunteering outside their domain, can take up relatively simpler tasks.
- go back to PO\/stakeholders and try to get the dependencies resolved or pick another story, this one requires a push from coach.
- get clarity on requirements from PO, this has to happen the next day.
- re-adjust the sprint backlog taking the above into account.<\/p>\n\n\n\n
$\"Sprint_Plan_2\"$ <\/figure>\n\n\n\n
At times guidelines are adhered to, planning sessions is time-boxed, they assume that all planning needs to happen in one sitting. Here is where, as a coach, one has to make them see the \"why\" behind a particular step, \"what\" outcome is desired? The outcome of having a proper Sprint Plan is more important than accomplishing it a single time-boxed session.<\/p>\n\n\n\n
As they complete this they realize that in past sprints, they grappled with these issues, towards the end of the sprint. Now they have ample time to cope with it \u2013 the benefit of Scrum uncovering problems earlier is leveraged.<\/p>\n\n\n\n
There is reluctance to do task effort estimates. In the traditional planning task estimates are done for entire project even with some requirements not being clear. This would have resulted in lot of waste, this coupled with notion that agile means no planning is the major cause of the reluctance. As a coach, one needs to highlight that there is better clarity on requirements and it is being done for just a sprint, so there is no waste. The reluctance is also due to lack of understanding of the difference between story point, size and effort estimates, this needs to be addressed.<\/p>\n\n\n\n
At this juncture the team is ready to make and take on the commitment with higher confidence. You can see the related blog on retrospectives.<\/p>\n","post_title":"Initial coaching interventions for Sprint Planning","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"initial-coaching-interventions-for-sprint-planning","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:24","post_modified_gmt":"2024-01-29 14:50:24","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3339","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1519,"post_author":"33","post_date":"2014-11-09 12:15:54","post_date_gmt":"2014-11-09 06:45:54","post_content":"\n
$\"\"\/$ <\/figure>\n\n\n\n
  <\/p>\n\n\n\n
Leaders have only two jobs:<\/p>\n\n\n\n
1) Getting work done<\/p>\n\n\n\n
2) Growing the people<\/p>\n\n\n\n
Coaching as a leadership\/management style achieves both.<\/p>\n\n\n\n
With Command & Control approach, managers may get the work done in the short term, by force. But that might have negative impacts on the team in terms of :<\/p>\n\n\n\n
- Lack of ownership<\/p>\n\n\n\n
- Low motivation<\/p>\n\n\n\n
- Poor quality output<\/p>\n\n\n\n
- Low productivity<\/p>\n\n\n\n
- Missed schedules etc.<\/p>\n\n\n\n
Command & Control might also impact development of team members negatively. Teams might wait for manager to give instruction. They might hesitate to take initiative as it might get overruled by the manager. They might stop thinking new & innovative ideas as the manager will always tell them what to do.<\/p>\n\n\n\n
On the other hand, with Coaching as the leadership style, managers will empower the team members to come out with new ideas, solutions and encourage them to implement them. They will help the team members to discover their strengths by asking questions & challenging them. This builds motivation and ownership in the team members.<\/p>\n\n\n\n
Having said that, there are situations where Managers need to use command & control approaches. For example, in a fire fighting situation where extremely quick response in needed. There will be a need for different approaches for different team members \u2013 someone may need more directive input & constant oversight and someone may need a lot of freedom.<\/p>\n\n\n\n
A good leader is one who has high self awareness, self-regulation, self-motivation and empathy through which he\/she can sense and respond differently, in a conscious way, to different situations & different people.<\/p>\n\n\n\n
However, to be a good Leader, coaching way of management style should be the most natural approach and command & control should be the exception.<\/p>\n","post_title":"Coaching vs Command & Control style of Management","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"coaching-vs-command-control-style-of-management","to_ping":"","pinged":"","post_modified":"2024-01-29 15:34:20","post_modified_gmt":"2024-01-29 15:34:20","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1519","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1456,"post_author":"31","post_date":"2014-11-09 12:15:37","post_date_gmt":"2014-11-09 06:45:37","post_content":"\n
In an earlier article \u201cJourney of a coach \u2013 theory & practice (Part I)<\/a>, we introduced the \u201ccircles of influence\u201d which form the context (see diagram below) for coaching process.<\/p>\n\n\n\n
$\"image\"$ <\/a> The circles in the diagram above have a significant bearing on coaching effectiveness and need to be addressed by the coach using the theory of coaching (such as Whitmore\u2019s book on \u201cCoaching for Performance\u201d). In the case of some circles, the theory may \u201cend\u201d at some point and the coach will have \u201cinterpret\u201d and \u201cextend\u201d it for the specific coachee situation at hand.<\/p>\n\n\n\n
We covered the following in Part I of this article:<\/p>\n\n\n\n
\u00b7 Circle #1: Are all situations \u201ccoaching situations\u201d?<\/p>\n\n\n\n
\u00b7 Circle #2: Are people always receptive to coaching?<\/p>\n\n\n\n
In this Part II, we will cover the two remaining circles.<\/p>\n\n\n\n
Circle #3: Are coaches sometimes helpless?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
Circle #3 above regarding \u201cbeliefs, perceptions and personal circumstances\u201d can actually be quite a hard shell hindering coaching progress. But it is often an invisible hard shell because people will share only so much of their innermost beliefs and personal circumstances even though they are impacting their work performance. Coaches make chance discoveries of this shell in the Reality check part (that is, the current state of affairs that needs to improve to meet the Goal) of the Goal-Reality-Options-Will (GROW) model of Whitmore. Here are examples:<\/p>\n\n\n\n
\u00b7 A coachee once candidly admitted that he was himself the reason for his declining performance at work. The reason was that his family was going through his sister\u2019s painful divorce in the US and her life coming back to India. He just could not go about work as usual<\/p>\n\n\n\n
\u00b7 A second coachee had a lot of issues with his manager. He felt that the manager\u2019s lack of domain knowledge resulted in his not realizing & recognizing the value of the coachee\u2019s work. In addition, the coachee seemed to indicate that lack of recognition of his work had to do with his belonging to a minority religious community in India<\/p>\n\n\n\n
\u00b7 Yet another coachee told my colleague (also a Performance Coach) that her problems arose because her boss was an inveterate woman-hater<\/p>\n\n\n\n
These are situations of tight-rope walking for a performance coach! In situations of personal crisis, the coach may only help by sympathetic and patient listening. This may help the coachee more than one would think \u2013 just getting the problem \u201coff his chest\u201d often helps and relieves stress. Being less stressed, he may be able to come to grips with his personal predicament and deal with it better. However, coachee\u2019s entrenched beliefs on, say, religion and gender can be very challenging for the coach to deal with. Some deep-rooted beliefs may indicate pathology needing help from a trained therapist \u2013 far beyond the scope of performance coaching and the ability of the coach.<\/p>\n\n\n\n
Circle #4: Is the coachee\u2019s work environment conducive?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The last circle of influence is the coachee\u2019s work. Sometimes, people have told me that they are \u201cstuck\u201d in positions \u2013 say, \u201croutine\u201d software bug fixing and maintenance where there is really no scope for \u201clearning, enjoyment and fulfillment\u201d (you may like to read My Team is not motivated!!!<\/a> by my colleague Prasanna Moses on this). Most of us would agree that there is far less drudgery at work in today\u2019s knowledge-centric world than even just 30 years ago. We would also agree that there is no such thing as 100% \u201csexy\u201d work (unless of course, you are doing breakthrough work of your calling \u2013 say, in quantum computing). So, when coachees complain about their current work\/role and the lack of sexiness thereof, I ask them questions about what makes it boring, what they can do about it and so on \u2013 hopefully making them better aware of interesting possibilities in what they were doing. In some cases, people have hinted to me that they are considering quitting their \u201cboring\u201d job and looking for a reaction. Under such circumstances, to be fair to the coachee and to the coachee\u2019s employer (who is paying my fees!), I would say the best option is to ask the coachee questions exploring his rationale for leaving (without being judgmental on whether it is right or wrong) \u2013 like what does he think leaving the job will achieve, how will it get him closer to his goals, how is he sure that the same problems would not repeat themselves in the new organization and so on. The ultimate decision should be the coachee\u2019s based on introspection triggered by your questions. He may still choose to quit \u2013 but that is another matter! As far as you are concerned as a coach, you have played it fair & square. It is not unthinkable that you as the coach may actually agree with his rationale for seeking another job!<\/p>\n\n\n\n
A related aspect is also the organizational environment in which the coachee works \u2013 over & above his immediate work\/role discussed above. In sports coaching, the strong individual motivation is a given and the coachee has a great deal of control over what he can and cannot do to enhance his performance. The circumstances for software project managers are different. Their GROW model is in the context of an organization with its culture, policies, processes and so on. As a coach, I have encountered some real challenges here \u2013 the Project Manager may be aspiring to do something of value in his project but his line management and work environment may not be supportive. Some organizational policies can be insensitive to people and even draconian. In one software development organization, if project team members logged in less than 40 hours per week of approved work, there would be automatic cuts in their pay while the significant additional work needed at other times went scarcely noticed! How can one be expected to learn and enjoy their work in such an environment? In such cases, we do bring it up with the line management for addressing them and offer our help as well. To be honest, it worked sometimes and it did not in as many cases.<\/p>\n\n\n\n
In summary, as a practicing coach, you are bound to run into situations like the ones above which make you stop and ponder as to what extent theory can lead practice! You may need to introspect and think of newer ways of extending \u201ctheory\u201d or just use good old common sense and move on! At PM Power, we have the coaches\u2019 conclave where these situations are discussed to see how best to help the coachee considering all the circles of influence. It has significantly helped our coaches in specific situations and in honing their coaching skills in general.<\/p>\n\n\n\n
We invite you to share your coaching experiences (as a coach or a coachee) and we would be happy to share our perspectives which may be of help. You may reach us at info@pm-powerconsulting.com.<\/p>\n","post_title":"Journey of a coach - theory & practice (Part II)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-ii","to_ping":"","pinged":"","post_modified":"2024-01-29 10:54:32","post_modified_gmt":"2024-01-29 10:54:32","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1456","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1514,"post_author":"31","post_date":"2014-11-02 12:24:22","post_date_gmt":"2014-11-02 06:54:22","post_content":"\n
A speaker finishes a great speech \u2013 at least, HE thinks it is great! He then asks, \u201cAny questions?\u201d What does he expect? If I were him, I would expect the audience to demonstrate a level of understanding of what the speech was all about and ask meaningful questions - clarifying the ground covered and even extending from there.<\/p>\n\n\n\n
These are situations where one actually wants to be questioned to get a sense a satisfaction that the effort (the speech, in this case) has been worthwhile. But there are other situations where being questioned has a very negative connotation. It implies questioning the ability of the person being questioned or the work that he has done.<\/p>\n\n\n\n
The important thing is that the intent of questioning should be to seek understanding rather than putting down someone. Hence, even the tone of questioning is very important. Consider the difference between, \u201cWhy did you do THAT?\u201d and \u201cWhat are your reasons for doing THAT?\u201d<\/p>\n\n\n\n
The tone of the former question is judgmental while the same question asked differently demonstrates an openness and a neutral tone. The tone is important because it can either put people off & make them defensive or it can make them relaxed and explain their rationale for an idea or a course of action.<\/p>\n\n\n\n
From the above, it follows that there is a big difference between \u201cquestioning\u201d and \u201casking questions\u201d.<\/p>\n\n\n\n
$\"image\"$ <\/figure>\n\n\n\n
In the work context, a manager who adopts an approach of \u201casking questions\u201d enables an environment where his reportees apply their mind to the situation at hand and exercise their best judgment on the right course of action.<\/p>\n\n\n\n
The manager can use questions to expand the reportee\u2019s thinking and make him aware of aspects he may not have thought of (instead of just instructing him what to do).<\/p>\n\n\n\n
Hence asking questions contributes to the reportee\u2019s overall development and ability to deal with situations with minimal oversight. Equally important, it enables greater responsibility on the part of the reportee so that the implementation aspects of his suggestions are fully owned by him.<\/p>\n\n\n\n
Through this, the manager\u2019s time is also freed up from routine oversight functions to take up important but not urgent tasks.<\/p>\n\n\n\n
In a highly dynamic world, the approach of \u201casking questions\u201d is not just \u201ca nice to have\u201d but an imperative to empower people and ensure that the organization as a whole responds fast to changes in the environment.<\/p>\n\n\n\n
\u201cAsking questions\u201d is an essential part of the tool set of a coach who may be the line manager himself. You consciously adopt the approach for improving the \u201cawareness\u201d of the coachee and therefore, open his mind to his perceptions & other possibilities and take \u201cresponsibility\u201d for the options for actions that he chooses.<\/p>\n\n\n\n
Finally, adopting the approach of \u201casking questions\u201d needs a complementing skill which is ACTIVE listening. A coach cannot sustain a session of asking questions without actually listening well, understanding and re-phrasing of what the coachee says.<\/p>\n\n\n\n
As with most things in life, practice makes perfect \u2013 it takes time and experience to hone the approach of asking questions and the skill of active listening. But they can indeed be developed for individual and organizational benefit. The time to start is NOW!<\/p>\n","post_title":"Questioning and Asking Questions - what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"questioning-and-asking-questions-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:02","post_modified_gmt":"2024-01-29 10:55:02","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1514","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1448,"post_author":"31","post_date":"2014-11-02 06:59:09","post_date_gmt":"2014-11-02 01:29:09","post_content":"\n
This article is part of the series on \u201cJourney of a coach\u201d covering my experiences as a performance coach. You may have the read an earlier article in the series on \u201cJourney of a coach \u2013 the beginning\u201d<\/a>. The journey continues here...<\/p>\n\n\n\n
Yogi Berra, New York Yankees baseball player (arguably the best catcher of all time) said, \u201cIn theory, there is no difference between theory & practice. But in practice, there is!\u201d So, this article is about the theory & practice of coaching for performance \u2013 not baseball players but people managing software projects.<\/p>\n\n\n\n
In my context, the \u201ctheory\u201d was mostly \u201cCoaching for Performance\u201d by John Whitmore (by the way, there is another article of mine on Whitmore<\/a> if you are interested). The \u201cpractice\u201d was, of course, my actual experiences over the years.<\/p>\n\n\n\n
A caveat \u2013 I am not here to debunk theory and hail practice - as a cardiac surgeon might! I have a great deal of respect for Whitmore\u2019s book on Coaching for Performance. The book provided a solid reference and a practical guide for my work as a coach all these years.<\/p>\n\n\n\n
However, I do have my own \u201cinterpretations\u201d and \u201cextensions\u201d of the theory in actual practice which I wish to share. I will use the diagram below which shows the context for coaching.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
You can see the \u201ccircles of influence\u201d around the coachee which would have a bearing on coaching and its effectiveness. We will cover each of these circles with examples. Note that the coach\u2019s experience, beliefs and perceptions are also significant in the context in addition to his skills for coaching.<\/p>\n\n\n\n
Circle #1: Are all situations \u201ccoaching situations\u201d?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The first circle of influence is the coaching situation faced by the coachee at work. For example, it could be that he is recently promoted and finds gaining acceptance in his team a challenge.<\/p>\n\n\n\n
The question is whether all such work situations are amenable for coaching - whether you are the manager of the coachee or an external coach. If you follow the \u201ctheory\u201d (that is Whitmore), a coaching style can become the default management style of the entire organization for all occasions.<\/p>\n\n\n\n
In other words, all manager-reportee interactions can naturally follow the coaching style \u2013 the manager following the sequence of helping his reportee to identify the goal he is seeking to achieve, assess the current state of affairs, consider the available options to achieve the goal and making the commitment-making to make it happen.<\/p>\n\n\n\n
That is all very well, but what if you are a commando fighting a guerrilla war in a jungle and see a metal tube from the foliage pointing at you. Your commander (\u201cmanager\u201d) is not going to coach you through the situation, is he?<\/p>\n\n\n\n
There are also other equivalent (but less extreme) situations at work when time is of essence and all that the coachee needs is information or simple direction (like for example, how to balance staff loading in a project schedule).<\/p>\n\n\n\n
So, my interpretation of theory is that there is better pay-off of coaching in some situations than others. However, there are many, many work situations wherein the quality of work<\/b> or results<\/b> is very important, the learning<\/b> for the coachee very important and it is not an emergency<\/b>. Coaching is very relevant in those cases.<\/p>\n\n\n\n
Circle #2: Are people always receptive to coaching?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The next circle of influence is relating to how receptive people are to coaching even if their work situation was amenable for it.<\/p>\n\n\n\n
Are they motivated enough to become more aware<\/b> and take responsibility<\/b> by themselves and not just because their employer has enrolled them in a training & coaching program?<\/p>\n\n\n\n
Maslow\u2019s theory is that motivation is linked to the stage an individual is at in a hierarchy of needs (see diagram below from Whitmore\u2019s Coaching for Performance). Note that Whitmore has split Maslow\u2019s Esteem stage into two \u2013 Esteem from others and Self-esteem.<\/p>\n\n\n\n
At the stage of Esteem from others, one is looking \u201cexternal\u201d recognition and prestige as motivators. At the stage of Self-esteem, external motivators tend to become less important. More important is the need to make a difference and being empowered to do so enhancing self-esteem. This self-esteem stage is where coaching makes the biggest impact for personal growth.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
Source: Coaching for Performance by John Whitmore<\/i><\/p>\n\n\n\n
There are a few more \u201ccircles\u201d to cover which we will in Part II of the article.<\/p>\n\n\n\n
Till then...<\/p>\n","post_title":"Journey of a coach - theory & practice (Part I)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-i","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:34","post_modified_gmt":"2024-01-29 10:55:34","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1521,"post_author":"26","post_date":"2014-10-30 10:57:02","post_date_gmt":"2014-10-30 05:27:02","post_content":"\n
$\"Network_whenhow2\"$ <\/a><\/figure>\n\n\n\n
One is never without a network and if you are reading this - it may be more to know how to grow it and\/or to overcome obstacles, often due to one's level comfort with so called \"networking\".<\/p>\n\n\n\n
If you look at how you:<\/p>\n\n\n\n
\n
got the opportunity to work in your current position<\/li>\n\n\n\n
got into your college\/school<\/li>\n\n\n\n
got your house on rent or bought your apartment<\/li>\n<\/ul>\n\n\n\n
you will see that a network - formal, informal or virtual (internet based) was at play.<\/p>\n\n\n\n
I will focus on growing your professional network and a few simple steps for it and not delve into specifics of social media, as all of you would be familiar with it.<\/p>\n\n\n\n
First, start with your existing network - which will be your current and past colleagues, your college and school alumni, friends and family. See that you stay in touch with them, by meeting them up or electronically, if you are not in touch start right away. Sending greetings for important occasions, festivals and events is a good way to start. Make it a point to call a few of them over the commute\/ weekends and work on the complete list slowly and steadily, start at top the list again once you complete it.<\/p>\n\n\n\n
What if you need to ask for a reference or a favor from a person with whom you are not in regular touch. The best way to is to be honest, there is no point in coming up with a phony reason to get in touch with them and ask for what you want. Your honesty will be appreciated, after that do thank them and make an effort to stay in touch with them. See that your nurture this set of contacts where you have already made a start.<\/p>\n\n\n\n
Once, when I was looking out for a job using my network, I made it a point to call and thank all those who forwarded my resume to their contacts and I sent a book as a gift to thank all those contacts whose help took me to the interview stage. I did it without any motive and what amazed me was the warmth from these contacts in all my future interactions.<\/p>\n\n\n\n
Second area to focus on are the professional events - there will be events where your technical or managerial domain will be the focus. You may be sponsored\/encouraged by your organizations to attend them, do not let is pass citing an excuse of being busy. Do make time to attend a few of them. If you find that you do not have this opportunity then see that you find such events and enroll yourself.<\/p>\n\n\n\n
In my experience these events certainly help you make a few contacts, you will always find a few persons whom you will find interesting and knowledgeable and connect effortlessly. The key is to nurture this - see that you follow-up with a mail and\/or a call.<\/p>\n\n\n\n
If you are the type who feels inhibited to make an opening, then do not worry. I was advised by one of my mentors to just listen and not worry about talking and enjoy being there. If you listen and observe intently you will find yourself talking soon. Your focus on the interactions and not on your perceived ability, does the trick. Try it a couple of times and see for yourself.<\/p>\n\n\n\n
Lastly, for anything to succeed one has to have the desire, then comes the effort and discipline for achieving it. A small progress or a step with positive result, is the best encouragement for you to strive towards your goals. Do ponder on your actions and results to stay focused on continuing to do this.<\/p>\n\n\n\n
One related question I hear from many of my coachees is \"visibility\" within the organization. More on that in a later post.<\/p>\n","post_title":"Networking - when and how to begin?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"networking-when-and-how-to-begin","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:58","post_modified_gmt":"2024-01-29 14:50:58","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1521","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1517,"post_author":"30","post_date":"2014-10-29 09:30:26","post_date_gmt":"2014-10-29 04:00:26","post_content":"\n
$\"sell-it\"$ <\/a><\/figure>\n\n\n\n
As a child, I used to come up with various ideas for almost anything, and ask for Rs. 1000\/- per idea. Being a child, nobody would want to pay money, that too a thousand Rupees \u2013 but, I would get something else as an appreciation for my efforts. A toffee, a cone ice cream etc.<\/p>\n\n\n\n
Further on, when I used to be active in small groups, selling was more of ideas and to get the team to converge on something, that the group can take as an action.<\/p>\n\n\n\n
As a team leader, I needed to sell the vision of the project to the team, to get everybody\u2019s buy in.<\/p>\n\n\n\n
More recently, I have been in contact with many aspiring and active entrepreneurs. Selling is something that they do with every breath.<\/p>\n\n\n\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 10 of 12 Previous 1 … 9 10 11 12 Next

\n
Absolute Performance<\/strong><\/p>\n\n\n\n
The absolute performance proponents would state that the goal setting exercise sets the expectation. So when it comes to measuring if you have performed better than the goals (how many ever in the team), everyone then deserves to be ranked an out performer. If you have missed the goals by a pre-set margin, only then you are an underperformer. Well all through our school days it was clear what would give a distinction or what would cause me to fail the exams isn\u2019t it. This would be reinforced by the fact that in a team model \u2013 the team is not in a race amongst themselves, so everyone will be willing to help thy buddy to succeed as well, thus reinforcing the team first principle. If someone still underperforms, then it\u2019s appropriate to let go. After all everyone feels happy when everyone around them is happily rated. So this model sounds good too to promote team performance, is it or is it not?<\/p>\n\n\n\n
So, if a whole range of them outperform the targets \u2013 what does it mean? Was the manager setting the target too low? Or would we land up in the situation where even a 99.5% does not guarantee you an admission in St. Stephens College, Delhi? Would everyone really be happy if the majority are declared to be outperforming (will the share of the cream in the cake be sufficient for all of them)? Would we start sympathizing and enabling the dead wood in the organization to some how cross the minimum threshold? Will we eventually land up with mediocrity?<\/p>\n\n\n\n
How do you choose the system?<\/strong><\/p>\n\n\n\n
I am sure all these thoughts and many more go through the minds of the managers, the HR folks, the team, the organization leaders when they set up and run the systems. After all both systems have their own merits and have their own draw backs.<\/p>\n\n\n\n
I don\u2019t believe the systems per se are the issue. I believe it\u2019s the implementation that\u2019s an issue. Additionally an organization, should be keeping the system aligned with the expected behaviour from its employees. How much does team performance matter? How much does individual performance matter? Or can the organization go beyond this?<\/p>\n\n\n\n
What are the real issues ?<\/strong><\/p>\n\n\n\n
So where do the real issues come in then, with appraisals?<\/p>\n\n\n\n
First, I have seen that when I as a manager have not been giving regular feedback through the year, and helping with the development plan of my team member, I run into a problem at the end of the year. The appraisals look more like reprisals to the employee \u2013 because if they had appropriate feedback, they could have taken necessary pro-active steps to ensure their success and eventually the organization success.<\/p>\n\n\n\n
Next, when the stated organizational position is absolute performance, but then an organization thru unwritten action pushes the manager to necessarily fit a bell curve \u2013 it creates invisible chaos. I have noticed many a manager then succumbs to the pressure, because after all his\/ her own rating would be at stake if the unwritten expectation is not acted upon. Later when briefing the team there\u2019s a disconnect when the team member questions the ranking. The manager cannot explicitly state he did not stick to the organization philosophy and neither state he succumbed to the chain of command\u2019s unwritten message.<\/p>\n\n\n\n
Or when in an absolute performance system, there\u2019s an initial euphoria \u2013 with everyone knowing that they probably bettered the stated expectation. However if the organization has not outperformed \u2013 the limited goodies that come along now get split more evenly with more people. So does it now lead employees to believe that the good grading is a placebo. Should the organization have been more diligent in the level of the target being set early on in the game? Will it now start making the team not worry about the grading and encourage mediocrity?<\/p>\n\n\n\n
In addition to all these, not every thing we do is easily measurable, much less comparable. So the objectivity of the manager is already subject to his\/ her pre-existing perspective. So, can the manager ensure that it does not cloud the appraisal process?<\/p>\n\n\n\n
In Conclusion<\/strong><\/p>\n\n\n\n
In conclusion, I would say that if the true strategy of the organization and its execution is aligned and well stated, it will make any system work reasonably well. Or not doing that every system will create only a set of issues.<\/p>\n\n\n\n
Personally, I would like to see a system where the organization decentralizes this decision at the level at which people can make the decisions on allocation of budgets, career moves, promotions, hiring and firing \u2013 which in many ways are the outcome of this process. The closer you bring this to the place of action, the better aligned it will be to the needs of the team. The process of allocation from the corporate to these groups itself, should also be made clear up-front. That to me is true empowerment. That to me will show the ability of the corporate to create a self-managing organization.<\/p>\n\n\n\n
What\u2019s your thought? Do you think these systems can be fairly built or is it a mirage? If yes, how do you do it? If you think it\u2019s a mirage, then how do you lead in today\u2019s knowledge industry?<\/p>\n\n\n\n
<\/p>\n","post_title":"Performance Appraisal : Bell Curve or Absolute Performance - What's good?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"performance-appraisal-bell-curve-or-absolute-performancewhats-good","to_ping":"","pinged":"","post_modified":"2024-09-23 20:14:40","post_modified_gmt":"2024-09-23 14:44:40","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3391","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3510,"post_author":"26","post_date":"2015-06-12 13:52:40","post_date_gmt":"2015-06-12 08:22:40","post_content":"\n
$\"Cryptic$ <\/a>
Cryptic daily stand up<\/figcaption><\/figure>\n\n\n\n
The Daily Scrum is one ceremony that the teams following Scrum adopt quickly. There are some hiccups initially, which are sorted out, often with inputs from the coach\/guide. The ceremony is on time and at fixed time, occurs even if Scrum Master is not present, team members unable to attend do call in or provide an email update. Good going!<\/p>\n\n\n\n
Now slowly things change and either the updates become cryptic or verbose. After observing many teams go through this, what comes to my mind is a famous rhetorical question on delays in projects:<\/p>\n\n\n\n
Q: How does a project get delayed by a month?<\/em><\/p>\n\n\n\n
A: One day at a time.<\/em><\/p>\n\n\n\n
Now why am I quoting this here? Because something similar happens. The updates go towards cryptic or verbose as one person goes in that direction and that is not observed\/ corrected. The Scrum Master has a key role in ensuring that the scrum process is followed, he has to be alert to this.<\/p>\n\n\n\n
Here is a typical scenario:<\/p>\n\n\n\n
Mohan is working on a task TKS-210 and has had a bit of a struggle with it. His update in the daily scrum is:<\/p>\n\n\n\n
I was working on TKSK-210, will continue, no impediments. (Sigh.)<\/p>\n\n\n\n
This is accepted, i.e., no one asks any questions, maybe the team members understand the status.<\/p>\n\n\n\n
The next day update too is similar. Now it is likely that couple more team members shift to this style of update. There is an innate, unconscious tendency in humans to mimic, imitate or follow other people, which surfaces time to time. Very soon all updates become similar.<\/p>\n\n\n\n
The ideal update would include some information on -
How much work is done?
When the work is expected to complete?
If completing soon, the team member will certainly state what task he is planning to pick up next.<\/p>\n\n\n\n
Is it quite possible that the thinking on \u201cwhat next\u201d will not happen in the minds, and that is not good. There is a possibility that \u201cI will continue...\u201d kind of update will result in the person continue on task and not take up another, even if it were possible, as words said aloud influence thoughts\/thinking.<\/p>\n\n\n\n
So the Scrum Master and the team has to be alert to how the updates are provided. They can always ask questions to elicit relevant information.<\/p>\n\n\n\n
One practice that will help - is the updating of remaining hours on the task. This if done regularly, will surface in the Daily Scrum and result in update being more specific. If the remaining hours on a task is a fraction of the day, it prompts the team member to the \u201cwhat next\u201d thinking, and share the same.<\/p>\n\n\n\n
Do you have any similar experiences? Would like to hear them as well as your views.<\/p>\n","post_title":"Keeping Daily Scrum focused...","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"keeping-daily-scrum-focused","to_ping":"","pinged":"","post_modified":"2024-01-29 14:49:32","post_modified_gmt":"2024-01-29 14:49:32","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3510","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3343,"post_author":"26","post_date":"2015-05-15 09:38:10","post_date_gmt":"2015-05-15 04:08:10","post_content":"\n
As a coach, a recurring situation one faces, towards the end of the first sprint after the coaching has started, is the push and shove to the retrospective. After seemingly making the team understand that two key aspect of Agile Scrum are to surface the problems at the earliest<\/strong> and avoiding any kind of waste<\/strong>. I naively expected that the team will be eager to do the retrospective, but wiser now.<\/p>\n\n\n\n
$\"lookingback\"$ <\/figure>\n\n\n\n
<\/p>\n\n\n\n
The team will be scrambling to wrap up the work and close all stories to meet the sprint commitment made, the sprint will be kept open till the the very end and at times a few hours into the next sprint. The Sprint Planning for next sprint has to start, the Sprint Review needs to happen for stories to be closed, where is the time for retrospective? Can it be done next time?<\/p>\n\n\n\n
At times they combine Retrospective and Sprint Planning, which results in speeding through the retrospective and getting quickly into the planning. Add to this the different locations and time zones of the PO and Scrum Team. The retrospective at times is scheduled after Sprint Planning, which is anyway better than not having it at all.<\/p>\n\n\n\n
So here is how it goes, the three questions are asked, inputs collated and a mail sent to all stakeholders and the collated inputs made available in a common area. Very less focus on listening to each other and trying to resolve issues.<\/p>\n\n\n\n
The way I deal with this is that I share with the Scrum Master and team on how an ideal Retrospective should proceed and leave it to them to get close to it:
- Use post-its to capture what went well, stick on board, have one of team read all of it. Clarify any point that is not clear,
- Same for what did not go well,
- Same for what they would start to do,
- At this juncture prioritize the start to do\/action items and brainstorm, starting from top till the time runs out.<\/p>\n\n\n\n
This has worked well, teams typically identify one to three items and come up with reasonable details for implementing them. If required I remind them of these mid sprint, some steps are taken and progress made, this helps in them getting into the habit of doing retrospectives regularly.<\/p>\n\n\n\n
One more point to note is that a problem that seems \u201ca way of life\u201d, at end of first sprint may get some solutions, in the subsequent sprint. My reading of this is that the problem when noted first is annoying and frustrating, team is mentally tired to work on it. But when the same problem surfaces again, they are able to come up with a solution, as the frustration is vented in past.<\/p>\n\n\n\n
Let me share one example. This is to do with a scarce DBA resource causing stories to be re-opened due to delayed inputs\/review. At the end of first sprint they made note of this issue and came out strongly on \u201cthis how it is going to be\u201d, \u201cwe have escalated enough already in past\u201d. The issue surfaced again in next sprint, as it was discussed before, the emotions were in check. One of team suggested that we use the grooming pattern, i.e., plan\/do in advance. They figured out a way to deal with it.<\/p>\n\n\n\n
Another oft repeating issue is the frustration of not being able to close a story, because just the show and tell (demo) could not happen, or a build and test in correct environment was not completed due to big queue in CM. The team argues for closing the story, they feel that they are loosing story points for no fault of theirs. Here as a coach, one has to reinforce the concept of \u201cDone\u201d and revisit the concept of \u201cVelocity\u201d.<\/p>\n","post_title":"Initial coaching interventions for Retrospectives","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"initial-coaching-interventions-for-retrospectives","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:04","post_modified_gmt":"2024-01-29 14:50:04","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3343","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3339,"post_author":"26","post_date":"2015-04-11 09:33:55","post_date_gmt":"2015-04-11 04:03:55","post_content":"\n
Teams new to Scrum have a product backlog. The backlog will be groomed to some degree, typically have clarity for up to one to two sprints. The priority will be clear, with fair amount of detail on the requirements. The estimates may be present, it could be story points or a masked form of an effort estimate.<\/p>\n\n\n\n
The Product Owner (PO), who is not co-located in most of the teams will participate in Sprint Planning and along with the Scrum Master and team pick a set of stories to be done in the Sprint. After this the team jumps into doing the work. Detailed Sprint Planning is given a miss as PO will not be available for the entire duration and the team reluctant to do task based estimate for variety of reasons, if they do it is done by a few senior members of the team.<\/p>\n\n\n\n
This is where the first intervention from coach is needed, coax them to do detailed planning i.e., break down the stories into tasks and corresponding effort estimates. Insist that the entire team be involved and ensure that they balance the work they are taking up with the capacity the team has. Here is where they get to see one of the characteristics of Scrum \u2013 uncovering the problems at the earliest, and as a coach one should ensure that they become aware of it.<\/p>\n\n\n\n
$\"Sprint_Plan_1\"$ <\/figure>\n\n\n\n
Few things they discover:
- there may not be enough Analysis\/Dev\/DBA\/QA capacity in the team
- some of the team may not be fully utilized
- as they break down stories to tasks they realize that some stories cannot be completed, due to external dependencies, that is unlikely to be fulfilled.
- they may require more information from the PO.
- lastly the entire team gains an understanding what is planned to be accomplished.<\/p>\n\n\n\n
And it is interesting to see how they work around this:
- make use of team members not fully utilized to accomplish some of the tasks.
- the above at times involves redistributing the work, so that team members volunteering outside their domain, can take up relatively simpler tasks.
- go back to PO\/stakeholders and try to get the dependencies resolved or pick another story, this one requires a push from coach.
- get clarity on requirements from PO, this has to happen the next day.
- re-adjust the sprint backlog taking the above into account.<\/p>\n\n\n\n
$\"Sprint_Plan_2\"$ <\/figure>\n\n\n\n
At times guidelines are adhered to, planning sessions is time-boxed, they assume that all planning needs to happen in one sitting. Here is where, as a coach, one has to make them see the \"why\" behind a particular step, \"what\" outcome is desired? The outcome of having a proper Sprint Plan is more important than accomplishing it a single time-boxed session.<\/p>\n\n\n\n
As they complete this they realize that in past sprints, they grappled with these issues, towards the end of the sprint. Now they have ample time to cope with it \u2013 the benefit of Scrum uncovering problems earlier is leveraged.<\/p>\n\n\n\n
There is reluctance to do task effort estimates. In the traditional planning task estimates are done for entire project even with some requirements not being clear. This would have resulted in lot of waste, this coupled with notion that agile means no planning is the major cause of the reluctance. As a coach, one needs to highlight that there is better clarity on requirements and it is being done for just a sprint, so there is no waste. The reluctance is also due to lack of understanding of the difference between story point, size and effort estimates, this needs to be addressed.<\/p>\n\n\n\n
At this juncture the team is ready to make and take on the commitment with higher confidence. You can see the related blog on retrospectives.<\/p>\n","post_title":"Initial coaching interventions for Sprint Planning","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"initial-coaching-interventions-for-sprint-planning","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:24","post_modified_gmt":"2024-01-29 14:50:24","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3339","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1519,"post_author":"33","post_date":"2014-11-09 12:15:54","post_date_gmt":"2014-11-09 06:45:54","post_content":"\n
$\"\"\/$ <\/figure>\n\n\n\n
  <\/p>\n\n\n\n
Leaders have only two jobs:<\/p>\n\n\n\n
1) Getting work done<\/p>\n\n\n\n
2) Growing the people<\/p>\n\n\n\n
Coaching as a leadership\/management style achieves both.<\/p>\n\n\n\n
With Command & Control approach, managers may get the work done in the short term, by force. But that might have negative impacts on the team in terms of :<\/p>\n\n\n\n
- Lack of ownership<\/p>\n\n\n\n
- Low motivation<\/p>\n\n\n\n
- Poor quality output<\/p>\n\n\n\n
- Low productivity<\/p>\n\n\n\n
- Missed schedules etc.<\/p>\n\n\n\n
Command & Control might also impact development of team members negatively. Teams might wait for manager to give instruction. They might hesitate to take initiative as it might get overruled by the manager. They might stop thinking new & innovative ideas as the manager will always tell them what to do.<\/p>\n\n\n\n
On the other hand, with Coaching as the leadership style, managers will empower the team members to come out with new ideas, solutions and encourage them to implement them. They will help the team members to discover their strengths by asking questions & challenging them. This builds motivation and ownership in the team members.<\/p>\n\n\n\n
Having said that, there are situations where Managers need to use command & control approaches. For example, in a fire fighting situation where extremely quick response in needed. There will be a need for different approaches for different team members \u2013 someone may need more directive input & constant oversight and someone may need a lot of freedom.<\/p>\n\n\n\n
A good leader is one who has high self awareness, self-regulation, self-motivation and empathy through which he\/she can sense and respond differently, in a conscious way, to different situations & different people.<\/p>\n\n\n\n
However, to be a good Leader, coaching way of management style should be the most natural approach and command & control should be the exception.<\/p>\n","post_title":"Coaching vs Command & Control style of Management","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"coaching-vs-command-control-style-of-management","to_ping":"","pinged":"","post_modified":"2024-01-29 15:34:20","post_modified_gmt":"2024-01-29 15:34:20","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1519","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1456,"post_author":"31","post_date":"2014-11-09 12:15:37","post_date_gmt":"2014-11-09 06:45:37","post_content":"\n
In an earlier article \u201cJourney of a coach \u2013 theory & practice (Part I)<\/a>, we introduced the \u201ccircles of influence\u201d which form the context (see diagram below) for coaching process.<\/p>\n\n\n\n
$\"image\"$ <\/a> The circles in the diagram above have a significant bearing on coaching effectiveness and need to be addressed by the coach using the theory of coaching (such as Whitmore\u2019s book on \u201cCoaching for Performance\u201d). In the case of some circles, the theory may \u201cend\u201d at some point and the coach will have \u201cinterpret\u201d and \u201cextend\u201d it for the specific coachee situation at hand.<\/p>\n\n\n\n
We covered the following in Part I of this article:<\/p>\n\n\n\n
\u00b7 Circle #1: Are all situations \u201ccoaching situations\u201d?<\/p>\n\n\n\n
\u00b7 Circle #2: Are people always receptive to coaching?<\/p>\n\n\n\n
In this Part II, we will cover the two remaining circles.<\/p>\n\n\n\n
Circle #3: Are coaches sometimes helpless?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
Circle #3 above regarding \u201cbeliefs, perceptions and personal circumstances\u201d can actually be quite a hard shell hindering coaching progress. But it is often an invisible hard shell because people will share only so much of their innermost beliefs and personal circumstances even though they are impacting their work performance. Coaches make chance discoveries of this shell in the Reality check part (that is, the current state of affairs that needs to improve to meet the Goal) of the Goal-Reality-Options-Will (GROW) model of Whitmore. Here are examples:<\/p>\n\n\n\n
\u00b7 A coachee once candidly admitted that he was himself the reason for his declining performance at work. The reason was that his family was going through his sister\u2019s painful divorce in the US and her life coming back to India. He just could not go about work as usual<\/p>\n\n\n\n
\u00b7 A second coachee had a lot of issues with his manager. He felt that the manager\u2019s lack of domain knowledge resulted in his not realizing & recognizing the value of the coachee\u2019s work. In addition, the coachee seemed to indicate that lack of recognition of his work had to do with his belonging to a minority religious community in India<\/p>\n\n\n\n
\u00b7 Yet another coachee told my colleague (also a Performance Coach) that her problems arose because her boss was an inveterate woman-hater<\/p>\n\n\n\n
These are situations of tight-rope walking for a performance coach! In situations of personal crisis, the coach may only help by sympathetic and patient listening. This may help the coachee more than one would think \u2013 just getting the problem \u201coff his chest\u201d often helps and relieves stress. Being less stressed, he may be able to come to grips with his personal predicament and deal with it better. However, coachee\u2019s entrenched beliefs on, say, religion and gender can be very challenging for the coach to deal with. Some deep-rooted beliefs may indicate pathology needing help from a trained therapist \u2013 far beyond the scope of performance coaching and the ability of the coach.<\/p>\n\n\n\n
Circle #4: Is the coachee\u2019s work environment conducive?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The last circle of influence is the coachee\u2019s work. Sometimes, people have told me that they are \u201cstuck\u201d in positions \u2013 say, \u201croutine\u201d software bug fixing and maintenance where there is really no scope for \u201clearning, enjoyment and fulfillment\u201d (you may like to read My Team is not motivated!!!<\/a> by my colleague Prasanna Moses on this). Most of us would agree that there is far less drudgery at work in today\u2019s knowledge-centric world than even just 30 years ago. We would also agree that there is no such thing as 100% \u201csexy\u201d work (unless of course, you are doing breakthrough work of your calling \u2013 say, in quantum computing). So, when coachees complain about their current work\/role and the lack of sexiness thereof, I ask them questions about what makes it boring, what they can do about it and so on \u2013 hopefully making them better aware of interesting possibilities in what they were doing. In some cases, people have hinted to me that they are considering quitting their \u201cboring\u201d job and looking for a reaction. Under such circumstances, to be fair to the coachee and to the coachee\u2019s employer (who is paying my fees!), I would say the best option is to ask the coachee questions exploring his rationale for leaving (without being judgmental on whether it is right or wrong) \u2013 like what does he think leaving the job will achieve, how will it get him closer to his goals, how is he sure that the same problems would not repeat themselves in the new organization and so on. The ultimate decision should be the coachee\u2019s based on introspection triggered by your questions. He may still choose to quit \u2013 but that is another matter! As far as you are concerned as a coach, you have played it fair & square. It is not unthinkable that you as the coach may actually agree with his rationale for seeking another job!<\/p>\n\n\n\n
A related aspect is also the organizational environment in which the coachee works \u2013 over & above his immediate work\/role discussed above. In sports coaching, the strong individual motivation is a given and the coachee has a great deal of control over what he can and cannot do to enhance his performance. The circumstances for software project managers are different. Their GROW model is in the context of an organization with its culture, policies, processes and so on. As a coach, I have encountered some real challenges here \u2013 the Project Manager may be aspiring to do something of value in his project but his line management and work environment may not be supportive. Some organizational policies can be insensitive to people and even draconian. In one software development organization, if project team members logged in less than 40 hours per week of approved work, there would be automatic cuts in their pay while the significant additional work needed at other times went scarcely noticed! How can one be expected to learn and enjoy their work in such an environment? In such cases, we do bring it up with the line management for addressing them and offer our help as well. To be honest, it worked sometimes and it did not in as many cases.<\/p>\n\n\n\n
In summary, as a practicing coach, you are bound to run into situations like the ones above which make you stop and ponder as to what extent theory can lead practice! You may need to introspect and think of newer ways of extending \u201ctheory\u201d or just use good old common sense and move on! At PM Power, we have the coaches\u2019 conclave where these situations are discussed to see how best to help the coachee considering all the circles of influence. It has significantly helped our coaches in specific situations and in honing their coaching skills in general.<\/p>\n\n\n\n
We invite you to share your coaching experiences (as a coach or a coachee) and we would be happy to share our perspectives which may be of help. You may reach us at info@pm-powerconsulting.com.<\/p>\n","post_title":"Journey of a coach - theory & practice (Part II)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-ii","to_ping":"","pinged":"","post_modified":"2024-01-29 10:54:32","post_modified_gmt":"2024-01-29 10:54:32","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1456","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1514,"post_author":"31","post_date":"2014-11-02 12:24:22","post_date_gmt":"2014-11-02 06:54:22","post_content":"\n
A speaker finishes a great speech \u2013 at least, HE thinks it is great! He then asks, \u201cAny questions?\u201d What does he expect? If I were him, I would expect the audience to demonstrate a level of understanding of what the speech was all about and ask meaningful questions - clarifying the ground covered and even extending from there.<\/p>\n\n\n\n
These are situations where one actually wants to be questioned to get a sense a satisfaction that the effort (the speech, in this case) has been worthwhile. But there are other situations where being questioned has a very negative connotation. It implies questioning the ability of the person being questioned or the work that he has done.<\/p>\n\n\n\n
The important thing is that the intent of questioning should be to seek understanding rather than putting down someone. Hence, even the tone of questioning is very important. Consider the difference between, \u201cWhy did you do THAT?\u201d and \u201cWhat are your reasons for doing THAT?\u201d<\/p>\n\n\n\n
The tone of the former question is judgmental while the same question asked differently demonstrates an openness and a neutral tone. The tone is important because it can either put people off & make them defensive or it can make them relaxed and explain their rationale for an idea or a course of action.<\/p>\n\n\n\n
From the above, it follows that there is a big difference between \u201cquestioning\u201d and \u201casking questions\u201d.<\/p>\n\n\n\n
$\"image\"$ <\/figure>\n\n\n\n
In the work context, a manager who adopts an approach of \u201casking questions\u201d enables an environment where his reportees apply their mind to the situation at hand and exercise their best judgment on the right course of action.<\/p>\n\n\n\n
The manager can use questions to expand the reportee\u2019s thinking and make him aware of aspects he may not have thought of (instead of just instructing him what to do).<\/p>\n\n\n\n
Hence asking questions contributes to the reportee\u2019s overall development and ability to deal with situations with minimal oversight. Equally important, it enables greater responsibility on the part of the reportee so that the implementation aspects of his suggestions are fully owned by him.<\/p>\n\n\n\n
Through this, the manager\u2019s time is also freed up from routine oversight functions to take up important but not urgent tasks.<\/p>\n\n\n\n
In a highly dynamic world, the approach of \u201casking questions\u201d is not just \u201ca nice to have\u201d but an imperative to empower people and ensure that the organization as a whole responds fast to changes in the environment.<\/p>\n\n\n\n
\u201cAsking questions\u201d is an essential part of the tool set of a coach who may be the line manager himself. You consciously adopt the approach for improving the \u201cawareness\u201d of the coachee and therefore, open his mind to his perceptions & other possibilities and take \u201cresponsibility\u201d for the options for actions that he chooses.<\/p>\n\n\n\n
Finally, adopting the approach of \u201casking questions\u201d needs a complementing skill which is ACTIVE listening. A coach cannot sustain a session of asking questions without actually listening well, understanding and re-phrasing of what the coachee says.<\/p>\n\n\n\n
As with most things in life, practice makes perfect \u2013 it takes time and experience to hone the approach of asking questions and the skill of active listening. But they can indeed be developed for individual and organizational benefit. The time to start is NOW!<\/p>\n","post_title":"Questioning and Asking Questions - what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"questioning-and-asking-questions-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:02","post_modified_gmt":"2024-01-29 10:55:02","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1514","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1448,"post_author":"31","post_date":"2014-11-02 06:59:09","post_date_gmt":"2014-11-02 01:29:09","post_content":"\n
This article is part of the series on \u201cJourney of a coach\u201d covering my experiences as a performance coach. You may have the read an earlier article in the series on \u201cJourney of a coach \u2013 the beginning\u201d<\/a>. The journey continues here...<\/p>\n\n\n\n
Yogi Berra, New York Yankees baseball player (arguably the best catcher of all time) said, \u201cIn theory, there is no difference between theory & practice. But in practice, there is!\u201d So, this article is about the theory & practice of coaching for performance \u2013 not baseball players but people managing software projects.<\/p>\n\n\n\n
In my context, the \u201ctheory\u201d was mostly \u201cCoaching for Performance\u201d by John Whitmore (by the way, there is another article of mine on Whitmore<\/a> if you are interested). The \u201cpractice\u201d was, of course, my actual experiences over the years.<\/p>\n\n\n\n
A caveat \u2013 I am not here to debunk theory and hail practice - as a cardiac surgeon might! I have a great deal of respect for Whitmore\u2019s book on Coaching for Performance. The book provided a solid reference and a practical guide for my work as a coach all these years.<\/p>\n\n\n\n
However, I do have my own \u201cinterpretations\u201d and \u201cextensions\u201d of the theory in actual practice which I wish to share. I will use the diagram below which shows the context for coaching.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
You can see the \u201ccircles of influence\u201d around the coachee which would have a bearing on coaching and its effectiveness. We will cover each of these circles with examples. Note that the coach\u2019s experience, beliefs and perceptions are also significant in the context in addition to his skills for coaching.<\/p>\n\n\n\n
Circle #1: Are all situations \u201ccoaching situations\u201d?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The first circle of influence is the coaching situation faced by the coachee at work. For example, it could be that he is recently promoted and finds gaining acceptance in his team a challenge.<\/p>\n\n\n\n
The question is whether all such work situations are amenable for coaching - whether you are the manager of the coachee or an external coach. If you follow the \u201ctheory\u201d (that is Whitmore), a coaching style can become the default management style of the entire organization for all occasions.<\/p>\n\n\n\n
In other words, all manager-reportee interactions can naturally follow the coaching style \u2013 the manager following the sequence of helping his reportee to identify the goal he is seeking to achieve, assess the current state of affairs, consider the available options to achieve the goal and making the commitment-making to make it happen.<\/p>\n\n\n\n
That is all very well, but what if you are a commando fighting a guerrilla war in a jungle and see a metal tube from the foliage pointing at you. Your commander (\u201cmanager\u201d) is not going to coach you through the situation, is he?<\/p>\n\n\n\n
There are also other equivalent (but less extreme) situations at work when time is of essence and all that the coachee needs is information or simple direction (like for example, how to balance staff loading in a project schedule).<\/p>\n\n\n\n
So, my interpretation of theory is that there is better pay-off of coaching in some situations than others. However, there are many, many work situations wherein the quality of work<\/b> or results<\/b> is very important, the learning<\/b> for the coachee very important and it is not an emergency<\/b>. Coaching is very relevant in those cases.<\/p>\n\n\n\n
Circle #2: Are people always receptive to coaching?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The next circle of influence is relating to how receptive people are to coaching even if their work situation was amenable for it.<\/p>\n\n\n\n
Are they motivated enough to become more aware<\/b> and take responsibility<\/b> by themselves and not just because their employer has enrolled them in a training & coaching program?<\/p>\n\n\n\n
Maslow\u2019s theory is that motivation is linked to the stage an individual is at in a hierarchy of needs (see diagram below from Whitmore\u2019s Coaching for Performance). Note that Whitmore has split Maslow\u2019s Esteem stage into two \u2013 Esteem from others and Self-esteem.<\/p>\n\n\n\n
At the stage of Esteem from others, one is looking \u201cexternal\u201d recognition and prestige as motivators. At the stage of Self-esteem, external motivators tend to become less important. More important is the need to make a difference and being empowered to do so enhancing self-esteem. This self-esteem stage is where coaching makes the biggest impact for personal growth.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
Source: Coaching for Performance by John Whitmore<\/i><\/p>\n\n\n\n
There are a few more \u201ccircles\u201d to cover which we will in Part II of the article.<\/p>\n\n\n\n
Till then...<\/p>\n","post_title":"Journey of a coach - theory & practice (Part I)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-i","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:34","post_modified_gmt":"2024-01-29 10:55:34","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1521,"post_author":"26","post_date":"2014-10-30 10:57:02","post_date_gmt":"2014-10-30 05:27:02","post_content":"\n
$\"Network_whenhow2\"$ <\/a><\/figure>\n\n\n\n
One is never without a network and if you are reading this - it may be more to know how to grow it and\/or to overcome obstacles, often due to one's level comfort with so called \"networking\".<\/p>\n\n\n\n
If you look at how you:<\/p>\n\n\n\n
\n
got the opportunity to work in your current position<\/li>\n\n\n\n
got into your college\/school<\/li>\n\n\n\n
got your house on rent or bought your apartment<\/li>\n<\/ul>\n\n\n\n
you will see that a network - formal, informal or virtual (internet based) was at play.<\/p>\n\n\n\n
I will focus on growing your professional network and a few simple steps for it and not delve into specifics of social media, as all of you would be familiar with it.<\/p>\n\n\n\n
First, start with your existing network - which will be your current and past colleagues, your college and school alumni, friends and family. See that you stay in touch with them, by meeting them up or electronically, if you are not in touch start right away. Sending greetings for important occasions, festivals and events is a good way to start. Make it a point to call a few of them over the commute\/ weekends and work on the complete list slowly and steadily, start at top the list again once you complete it.<\/p>\n\n\n\n
What if you need to ask for a reference or a favor from a person with whom you are not in regular touch. The best way to is to be honest, there is no point in coming up with a phony reason to get in touch with them and ask for what you want. Your honesty will be appreciated, after that do thank them and make an effort to stay in touch with them. See that your nurture this set of contacts where you have already made a start.<\/p>\n\n\n\n
Once, when I was looking out for a job using my network, I made it a point to call and thank all those who forwarded my resume to their contacts and I sent a book as a gift to thank all those contacts whose help took me to the interview stage. I did it without any motive and what amazed me was the warmth from these contacts in all my future interactions.<\/p>\n\n\n\n
Second area to focus on are the professional events - there will be events where your technical or managerial domain will be the focus. You may be sponsored\/encouraged by your organizations to attend them, do not let is pass citing an excuse of being busy. Do make time to attend a few of them. If you find that you do not have this opportunity then see that you find such events and enroll yourself.<\/p>\n\n\n\n
In my experience these events certainly help you make a few contacts, you will always find a few persons whom you will find interesting and knowledgeable and connect effortlessly. The key is to nurture this - see that you follow-up with a mail and\/or a call.<\/p>\n\n\n\n
If you are the type who feels inhibited to make an opening, then do not worry. I was advised by one of my mentors to just listen and not worry about talking and enjoy being there. If you listen and observe intently you will find yourself talking soon. Your focus on the interactions and not on your perceived ability, does the trick. Try it a couple of times and see for yourself.<\/p>\n\n\n\n
Lastly, for anything to succeed one has to have the desire, then comes the effort and discipline for achieving it. A small progress or a step with positive result, is the best encouragement for you to strive towards your goals. Do ponder on your actions and results to stay focused on continuing to do this.<\/p>\n\n\n\n
One related question I hear from many of my coachees is \"visibility\" within the organization. More on that in a later post.<\/p>\n","post_title":"Networking - when and how to begin?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"networking-when-and-how-to-begin","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:58","post_modified_gmt":"2024-01-29 14:50:58","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1521","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1517,"post_author":"30","post_date":"2014-10-29 09:30:26","post_date_gmt":"2014-10-29 04:00:26","post_content":"\n
$\"sell-it\"$ <\/a><\/figure>\n\n\n\n
As a child, I used to come up with various ideas for almost anything, and ask for Rs. 1000\/- per idea. Being a child, nobody would want to pay money, that too a thousand Rupees \u2013 but, I would get something else as an appreciation for my efforts. A toffee, a cone ice cream etc.<\/p>\n\n\n\n
Further on, when I used to be active in small groups, selling was more of ideas and to get the team to converge on something, that the group can take as an action.<\/p>\n\n\n\n
As a team leader, I needed to sell the vision of the project to the team, to get everybody\u2019s buy in.<\/p>\n\n\n\n
More recently, I have been in contact with many aspiring and active entrepreneurs. Selling is something that they do with every breath.<\/p>\n\n\n\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

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\n
So, if (say) only the top 10% are going to make it big, will there co-operation among the top 20% \u2013 30%? Would you rather see your peer fail, and you make it to the top, than the organization succeed? Everyone is now running their own race. If the bottom 5% are going to be weeded, will the bottom 15% feel this as a place to stay or start increasing the churn more than you want? Will they all be looking at contributing to the project on hand or be worried about their future? Will this further impede their contribution to the project?<\/p>\n\n\n\n
Absolute Performance<\/strong><\/p>\n\n\n\n
The absolute performance proponents would state that the goal setting exercise sets the expectation. So when it comes to measuring if you have performed better than the goals (how many ever in the team), everyone then deserves to be ranked an out performer. If you have missed the goals by a pre-set margin, only then you are an underperformer. Well all through our school days it was clear what would give a distinction or what would cause me to fail the exams isn\u2019t it. This would be reinforced by the fact that in a team model \u2013 the team is not in a race amongst themselves, so everyone will be willing to help thy buddy to succeed as well, thus reinforcing the team first principle. If someone still underperforms, then it\u2019s appropriate to let go. After all everyone feels happy when everyone around them is happily rated. So this model sounds good too to promote team performance, is it or is it not?<\/p>\n\n\n\n
So, if a whole range of them outperform the targets \u2013 what does it mean? Was the manager setting the target too low? Or would we land up in the situation where even a 99.5% does not guarantee you an admission in St. Stephens College, Delhi? Would everyone really be happy if the majority are declared to be outperforming (will the share of the cream in the cake be sufficient for all of them)? Would we start sympathizing and enabling the dead wood in the organization to some how cross the minimum threshold? Will we eventually land up with mediocrity?<\/p>\n\n\n\n
How do you choose the system?<\/strong><\/p>\n\n\n\n
I am sure all these thoughts and many more go through the minds of the managers, the HR folks, the team, the organization leaders when they set up and run the systems. After all both systems have their own merits and have their own draw backs.<\/p>\n\n\n\n
I don\u2019t believe the systems per se are the issue. I believe it\u2019s the implementation that\u2019s an issue. Additionally an organization, should be keeping the system aligned with the expected behaviour from its employees. How much does team performance matter? How much does individual performance matter? Or can the organization go beyond this?<\/p>\n\n\n\n
What are the real issues ?<\/strong><\/p>\n\n\n\n
So where do the real issues come in then, with appraisals?<\/p>\n\n\n\n
First, I have seen that when I as a manager have not been giving regular feedback through the year, and helping with the development plan of my team member, I run into a problem at the end of the year. The appraisals look more like reprisals to the employee \u2013 because if they had appropriate feedback, they could have taken necessary pro-active steps to ensure their success and eventually the organization success.<\/p>\n\n\n\n
Next, when the stated organizational position is absolute performance, but then an organization thru unwritten action pushes the manager to necessarily fit a bell curve \u2013 it creates invisible chaos. I have noticed many a manager then succumbs to the pressure, because after all his\/ her own rating would be at stake if the unwritten expectation is not acted upon. Later when briefing the team there\u2019s a disconnect when the team member questions the ranking. The manager cannot explicitly state he did not stick to the organization philosophy and neither state he succumbed to the chain of command\u2019s unwritten message.<\/p>\n\n\n\n
Or when in an absolute performance system, there\u2019s an initial euphoria \u2013 with everyone knowing that they probably bettered the stated expectation. However if the organization has not outperformed \u2013 the limited goodies that come along now get split more evenly with more people. So does it now lead employees to believe that the good grading is a placebo. Should the organization have been more diligent in the level of the target being set early on in the game? Will it now start making the team not worry about the grading and encourage mediocrity?<\/p>\n\n\n\n
In addition to all these, not every thing we do is easily measurable, much less comparable. So the objectivity of the manager is already subject to his\/ her pre-existing perspective. So, can the manager ensure that it does not cloud the appraisal process?<\/p>\n\n\n\n
In Conclusion<\/strong><\/p>\n\n\n\n
In conclusion, I would say that if the true strategy of the organization and its execution is aligned and well stated, it will make any system work reasonably well. Or not doing that every system will create only a set of issues.<\/p>\n\n\n\n
Personally, I would like to see a system where the organization decentralizes this decision at the level at which people can make the decisions on allocation of budgets, career moves, promotions, hiring and firing \u2013 which in many ways are the outcome of this process. The closer you bring this to the place of action, the better aligned it will be to the needs of the team. The process of allocation from the corporate to these groups itself, should also be made clear up-front. That to me is true empowerment. That to me will show the ability of the corporate to create a self-managing organization.<\/p>\n\n\n\n
What\u2019s your thought? Do you think these systems can be fairly built or is it a mirage? If yes, how do you do it? If you think it\u2019s a mirage, then how do you lead in today\u2019s knowledge industry?<\/p>\n\n\n\n
<\/p>\n","post_title":"Performance Appraisal : Bell Curve or Absolute Performance - What's good?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"performance-appraisal-bell-curve-or-absolute-performancewhats-good","to_ping":"","pinged":"","post_modified":"2024-09-23 20:14:40","post_modified_gmt":"2024-09-23 14:44:40","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3391","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3510,"post_author":"26","post_date":"2015-06-12 13:52:40","post_date_gmt":"2015-06-12 08:22:40","post_content":"\n
$\"Cryptic$ <\/a>
Cryptic daily stand up<\/figcaption><\/figure>\n\n\n\n
The Daily Scrum is one ceremony that the teams following Scrum adopt quickly. There are some hiccups initially, which are sorted out, often with inputs from the coach\/guide. The ceremony is on time and at fixed time, occurs even if Scrum Master is not present, team members unable to attend do call in or provide an email update. Good going!<\/p>\n\n\n\n
Now slowly things change and either the updates become cryptic or verbose. After observing many teams go through this, what comes to my mind is a famous rhetorical question on delays in projects:<\/p>\n\n\n\n
Q: How does a project get delayed by a month?<\/em><\/p>\n\n\n\n
A: One day at a time.<\/em><\/p>\n\n\n\n
Now why am I quoting this here? Because something similar happens. The updates go towards cryptic or verbose as one person goes in that direction and that is not observed\/ corrected. The Scrum Master has a key role in ensuring that the scrum process is followed, he has to be alert to this.<\/p>\n\n\n\n
Here is a typical scenario:<\/p>\n\n\n\n
Mohan is working on a task TKS-210 and has had a bit of a struggle with it. His update in the daily scrum is:<\/p>\n\n\n\n
I was working on TKSK-210, will continue, no impediments. (Sigh.)<\/p>\n\n\n\n
This is accepted, i.e., no one asks any questions, maybe the team members understand the status.<\/p>\n\n\n\n
The next day update too is similar. Now it is likely that couple more team members shift to this style of update. There is an innate, unconscious tendency in humans to mimic, imitate or follow other people, which surfaces time to time. Very soon all updates become similar.<\/p>\n\n\n\n
The ideal update would include some information on -
How much work is done?
When the work is expected to complete?
If completing soon, the team member will certainly state what task he is planning to pick up next.<\/p>\n\n\n\n
Is it quite possible that the thinking on \u201cwhat next\u201d will not happen in the minds, and that is not good. There is a possibility that \u201cI will continue...\u201d kind of update will result in the person continue on task and not take up another, even if it were possible, as words said aloud influence thoughts\/thinking.<\/p>\n\n\n\n
So the Scrum Master and the team has to be alert to how the updates are provided. They can always ask questions to elicit relevant information.<\/p>\n\n\n\n
One practice that will help - is the updating of remaining hours on the task. This if done regularly, will surface in the Daily Scrum and result in update being more specific. If the remaining hours on a task is a fraction of the day, it prompts the team member to the \u201cwhat next\u201d thinking, and share the same.<\/p>\n\n\n\n
Do you have any similar experiences? Would like to hear them as well as your views.<\/p>\n","post_title":"Keeping Daily Scrum focused...","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"keeping-daily-scrum-focused","to_ping":"","pinged":"","post_modified":"2024-01-29 14:49:32","post_modified_gmt":"2024-01-29 14:49:32","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3510","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3343,"post_author":"26","post_date":"2015-05-15 09:38:10","post_date_gmt":"2015-05-15 04:08:10","post_content":"\n
As a coach, a recurring situation one faces, towards the end of the first sprint after the coaching has started, is the push and shove to the retrospective. After seemingly making the team understand that two key aspect of Agile Scrum are to surface the problems at the earliest<\/strong> and avoiding any kind of waste<\/strong>. I naively expected that the team will be eager to do the retrospective, but wiser now.<\/p>\n\n\n\n
$\"lookingback\"$ <\/figure>\n\n\n\n
<\/p>\n\n\n\n
The team will be scrambling to wrap up the work and close all stories to meet the sprint commitment made, the sprint will be kept open till the the very end and at times a few hours into the next sprint. The Sprint Planning for next sprint has to start, the Sprint Review needs to happen for stories to be closed, where is the time for retrospective? Can it be done next time?<\/p>\n\n\n\n
At times they combine Retrospective and Sprint Planning, which results in speeding through the retrospective and getting quickly into the planning. Add to this the different locations and time zones of the PO and Scrum Team. The retrospective at times is scheduled after Sprint Planning, which is anyway better than not having it at all.<\/p>\n\n\n\n
So here is how it goes, the three questions are asked, inputs collated and a mail sent to all stakeholders and the collated inputs made available in a common area. Very less focus on listening to each other and trying to resolve issues.<\/p>\n\n\n\n
The way I deal with this is that I share with the Scrum Master and team on how an ideal Retrospective should proceed and leave it to them to get close to it:
- Use post-its to capture what went well, stick on board, have one of team read all of it. Clarify any point that is not clear,
- Same for what did not go well,
- Same for what they would start to do,
- At this juncture prioritize the start to do\/action items and brainstorm, starting from top till the time runs out.<\/p>\n\n\n\n
This has worked well, teams typically identify one to three items and come up with reasonable details for implementing them. If required I remind them of these mid sprint, some steps are taken and progress made, this helps in them getting into the habit of doing retrospectives regularly.<\/p>\n\n\n\n
One more point to note is that a problem that seems \u201ca way of life\u201d, at end of first sprint may get some solutions, in the subsequent sprint. My reading of this is that the problem when noted first is annoying and frustrating, team is mentally tired to work on it. But when the same problem surfaces again, they are able to come up with a solution, as the frustration is vented in past.<\/p>\n\n\n\n
Let me share one example. This is to do with a scarce DBA resource causing stories to be re-opened due to delayed inputs\/review. At the end of first sprint they made note of this issue and came out strongly on \u201cthis how it is going to be\u201d, \u201cwe have escalated enough already in past\u201d. The issue surfaced again in next sprint, as it was discussed before, the emotions were in check. One of team suggested that we use the grooming pattern, i.e., plan\/do in advance. They figured out a way to deal with it.<\/p>\n\n\n\n
Another oft repeating issue is the frustration of not being able to close a story, because just the show and tell (demo) could not happen, or a build and test in correct environment was not completed due to big queue in CM. The team argues for closing the story, they feel that they are loosing story points for no fault of theirs. Here as a coach, one has to reinforce the concept of \u201cDone\u201d and revisit the concept of \u201cVelocity\u201d.<\/p>\n","post_title":"Initial coaching interventions for Retrospectives","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"initial-coaching-interventions-for-retrospectives","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:04","post_modified_gmt":"2024-01-29 14:50:04","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3343","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3339,"post_author":"26","post_date":"2015-04-11 09:33:55","post_date_gmt":"2015-04-11 04:03:55","post_content":"\n
Teams new to Scrum have a product backlog. The backlog will be groomed to some degree, typically have clarity for up to one to two sprints. The priority will be clear, with fair amount of detail on the requirements. The estimates may be present, it could be story points or a masked form of an effort estimate.<\/p>\n\n\n\n
The Product Owner (PO), who is not co-located in most of the teams will participate in Sprint Planning and along with the Scrum Master and team pick a set of stories to be done in the Sprint. After this the team jumps into doing the work. Detailed Sprint Planning is given a miss as PO will not be available for the entire duration and the team reluctant to do task based estimate for variety of reasons, if they do it is done by a few senior members of the team.<\/p>\n\n\n\n
This is where the first intervention from coach is needed, coax them to do detailed planning i.e., break down the stories into tasks and corresponding effort estimates. Insist that the entire team be involved and ensure that they balance the work they are taking up with the capacity the team has. Here is where they get to see one of the characteristics of Scrum \u2013 uncovering the problems at the earliest, and as a coach one should ensure that they become aware of it.<\/p>\n\n\n\n
$\"Sprint_Plan_1\"$ <\/figure>\n\n\n\n
Few things they discover:
- there may not be enough Analysis\/Dev\/DBA\/QA capacity in the team
- some of the team may not be fully utilized
- as they break down stories to tasks they realize that some stories cannot be completed, due to external dependencies, that is unlikely to be fulfilled.
- they may require more information from the PO.
- lastly the entire team gains an understanding what is planned to be accomplished.<\/p>\n\n\n\n
And it is interesting to see how they work around this:
- make use of team members not fully utilized to accomplish some of the tasks.
- the above at times involves redistributing the work, so that team members volunteering outside their domain, can take up relatively simpler tasks.
- go back to PO\/stakeholders and try to get the dependencies resolved or pick another story, this one requires a push from coach.
- get clarity on requirements from PO, this has to happen the next day.
- re-adjust the sprint backlog taking the above into account.<\/p>\n\n\n\n
$\"Sprint_Plan_2\"$ <\/figure>\n\n\n\n
At times guidelines are adhered to, planning sessions is time-boxed, they assume that all planning needs to happen in one sitting. Here is where, as a coach, one has to make them see the \"why\" behind a particular step, \"what\" outcome is desired? The outcome of having a proper Sprint Plan is more important than accomplishing it a single time-boxed session.<\/p>\n\n\n\n
As they complete this they realize that in past sprints, they grappled with these issues, towards the end of the sprint. Now they have ample time to cope with it \u2013 the benefit of Scrum uncovering problems earlier is leveraged.<\/p>\n\n\n\n
There is reluctance to do task effort estimates. In the traditional planning task estimates are done for entire project even with some requirements not being clear. This would have resulted in lot of waste, this coupled with notion that agile means no planning is the major cause of the reluctance. As a coach, one needs to highlight that there is better clarity on requirements and it is being done for just a sprint, so there is no waste. The reluctance is also due to lack of understanding of the difference between story point, size and effort estimates, this needs to be addressed.<\/p>\n\n\n\n
At this juncture the team is ready to make and take on the commitment with higher confidence. You can see the related blog on retrospectives.<\/p>\n","post_title":"Initial coaching interventions for Sprint Planning","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"initial-coaching-interventions-for-sprint-planning","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:24","post_modified_gmt":"2024-01-29 14:50:24","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3339","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1519,"post_author":"33","post_date":"2014-11-09 12:15:54","post_date_gmt":"2014-11-09 06:45:54","post_content":"\n
$\"\"\/$ <\/figure>\n\n\n\n
  <\/p>\n\n\n\n
Leaders have only two jobs:<\/p>\n\n\n\n
1) Getting work done<\/p>\n\n\n\n
2) Growing the people<\/p>\n\n\n\n
Coaching as a leadership\/management style achieves both.<\/p>\n\n\n\n
With Command & Control approach, managers may get the work done in the short term, by force. But that might have negative impacts on the team in terms of :<\/p>\n\n\n\n
- Lack of ownership<\/p>\n\n\n\n
- Low motivation<\/p>\n\n\n\n
- Poor quality output<\/p>\n\n\n\n
- Low productivity<\/p>\n\n\n\n
- Missed schedules etc.<\/p>\n\n\n\n
Command & Control might also impact development of team members negatively. Teams might wait for manager to give instruction. They might hesitate to take initiative as it might get overruled by the manager. They might stop thinking new & innovative ideas as the manager will always tell them what to do.<\/p>\n\n\n\n
On the other hand, with Coaching as the leadership style, managers will empower the team members to come out with new ideas, solutions and encourage them to implement them. They will help the team members to discover their strengths by asking questions & challenging them. This builds motivation and ownership in the team members.<\/p>\n\n\n\n
Having said that, there are situations where Managers need to use command & control approaches. For example, in a fire fighting situation where extremely quick response in needed. There will be a need for different approaches for different team members \u2013 someone may need more directive input & constant oversight and someone may need a lot of freedom.<\/p>\n\n\n\n
A good leader is one who has high self awareness, self-regulation, self-motivation and empathy through which he\/she can sense and respond differently, in a conscious way, to different situations & different people.<\/p>\n\n\n\n
However, to be a good Leader, coaching way of management style should be the most natural approach and command & control should be the exception.<\/p>\n","post_title":"Coaching vs Command & Control style of Management","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"coaching-vs-command-control-style-of-management","to_ping":"","pinged":"","post_modified":"2024-01-29 15:34:20","post_modified_gmt":"2024-01-29 15:34:20","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1519","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1456,"post_author":"31","post_date":"2014-11-09 12:15:37","post_date_gmt":"2014-11-09 06:45:37","post_content":"\n
In an earlier article \u201cJourney of a coach \u2013 theory & practice (Part I)<\/a>, we introduced the \u201ccircles of influence\u201d which form the context (see diagram below) for coaching process.<\/p>\n\n\n\n
$\"image\"$ <\/a> The circles in the diagram above have a significant bearing on coaching effectiveness and need to be addressed by the coach using the theory of coaching (such as Whitmore\u2019s book on \u201cCoaching for Performance\u201d). In the case of some circles, the theory may \u201cend\u201d at some point and the coach will have \u201cinterpret\u201d and \u201cextend\u201d it for the specific coachee situation at hand.<\/p>\n\n\n\n
We covered the following in Part I of this article:<\/p>\n\n\n\n
\u00b7 Circle #1: Are all situations \u201ccoaching situations\u201d?<\/p>\n\n\n\n
\u00b7 Circle #2: Are people always receptive to coaching?<\/p>\n\n\n\n
In this Part II, we will cover the two remaining circles.<\/p>\n\n\n\n
Circle #3: Are coaches sometimes helpless?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
Circle #3 above regarding \u201cbeliefs, perceptions and personal circumstances\u201d can actually be quite a hard shell hindering coaching progress. But it is often an invisible hard shell because people will share only so much of their innermost beliefs and personal circumstances even though they are impacting their work performance. Coaches make chance discoveries of this shell in the Reality check part (that is, the current state of affairs that needs to improve to meet the Goal) of the Goal-Reality-Options-Will (GROW) model of Whitmore. Here are examples:<\/p>\n\n\n\n
\u00b7 A coachee once candidly admitted that he was himself the reason for his declining performance at work. The reason was that his family was going through his sister\u2019s painful divorce in the US and her life coming back to India. He just could not go about work as usual<\/p>\n\n\n\n
\u00b7 A second coachee had a lot of issues with his manager. He felt that the manager\u2019s lack of domain knowledge resulted in his not realizing & recognizing the value of the coachee\u2019s work. In addition, the coachee seemed to indicate that lack of recognition of his work had to do with his belonging to a minority religious community in India<\/p>\n\n\n\n
\u00b7 Yet another coachee told my colleague (also a Performance Coach) that her problems arose because her boss was an inveterate woman-hater<\/p>\n\n\n\n
These are situations of tight-rope walking for a performance coach! In situations of personal crisis, the coach may only help by sympathetic and patient listening. This may help the coachee more than one would think \u2013 just getting the problem \u201coff his chest\u201d often helps and relieves stress. Being less stressed, he may be able to come to grips with his personal predicament and deal with it better. However, coachee\u2019s entrenched beliefs on, say, religion and gender can be very challenging for the coach to deal with. Some deep-rooted beliefs may indicate pathology needing help from a trained therapist \u2013 far beyond the scope of performance coaching and the ability of the coach.<\/p>\n\n\n\n
Circle #4: Is the coachee\u2019s work environment conducive?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The last circle of influence is the coachee\u2019s work. Sometimes, people have told me that they are \u201cstuck\u201d in positions \u2013 say, \u201croutine\u201d software bug fixing and maintenance where there is really no scope for \u201clearning, enjoyment and fulfillment\u201d (you may like to read My Team is not motivated!!!<\/a> by my colleague Prasanna Moses on this). Most of us would agree that there is far less drudgery at work in today\u2019s knowledge-centric world than even just 30 years ago. We would also agree that there is no such thing as 100% \u201csexy\u201d work (unless of course, you are doing breakthrough work of your calling \u2013 say, in quantum computing). So, when coachees complain about their current work\/role and the lack of sexiness thereof, I ask them questions about what makes it boring, what they can do about it and so on \u2013 hopefully making them better aware of interesting possibilities in what they were doing. In some cases, people have hinted to me that they are considering quitting their \u201cboring\u201d job and looking for a reaction. Under such circumstances, to be fair to the coachee and to the coachee\u2019s employer (who is paying my fees!), I would say the best option is to ask the coachee questions exploring his rationale for leaving (without being judgmental on whether it is right or wrong) \u2013 like what does he think leaving the job will achieve, how will it get him closer to his goals, how is he sure that the same problems would not repeat themselves in the new organization and so on. The ultimate decision should be the coachee\u2019s based on introspection triggered by your questions. He may still choose to quit \u2013 but that is another matter! As far as you are concerned as a coach, you have played it fair & square. It is not unthinkable that you as the coach may actually agree with his rationale for seeking another job!<\/p>\n\n\n\n
A related aspect is also the organizational environment in which the coachee works \u2013 over & above his immediate work\/role discussed above. In sports coaching, the strong individual motivation is a given and the coachee has a great deal of control over what he can and cannot do to enhance his performance. The circumstances for software project managers are different. Their GROW model is in the context of an organization with its culture, policies, processes and so on. As a coach, I have encountered some real challenges here \u2013 the Project Manager may be aspiring to do something of value in his project but his line management and work environment may not be supportive. Some organizational policies can be insensitive to people and even draconian. In one software development organization, if project team members logged in less than 40 hours per week of approved work, there would be automatic cuts in their pay while the significant additional work needed at other times went scarcely noticed! How can one be expected to learn and enjoy their work in such an environment? In such cases, we do bring it up with the line management for addressing them and offer our help as well. To be honest, it worked sometimes and it did not in as many cases.<\/p>\n\n\n\n
In summary, as a practicing coach, you are bound to run into situations like the ones above which make you stop and ponder as to what extent theory can lead practice! You may need to introspect and think of newer ways of extending \u201ctheory\u201d or just use good old common sense and move on! At PM Power, we have the coaches\u2019 conclave where these situations are discussed to see how best to help the coachee considering all the circles of influence. It has significantly helped our coaches in specific situations and in honing their coaching skills in general.<\/p>\n\n\n\n
We invite you to share your coaching experiences (as a coach or a coachee) and we would be happy to share our perspectives which may be of help. You may reach us at info@pm-powerconsulting.com.<\/p>\n","post_title":"Journey of a coach - theory & practice (Part II)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-ii","to_ping":"","pinged":"","post_modified":"2024-01-29 10:54:32","post_modified_gmt":"2024-01-29 10:54:32","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1456","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1514,"post_author":"31","post_date":"2014-11-02 12:24:22","post_date_gmt":"2014-11-02 06:54:22","post_content":"\n
A speaker finishes a great speech \u2013 at least, HE thinks it is great! He then asks, \u201cAny questions?\u201d What does he expect? If I were him, I would expect the audience to demonstrate a level of understanding of what the speech was all about and ask meaningful questions - clarifying the ground covered and even extending from there.<\/p>\n\n\n\n
These are situations where one actually wants to be questioned to get a sense a satisfaction that the effort (the speech, in this case) has been worthwhile. But there are other situations where being questioned has a very negative connotation. It implies questioning the ability of the person being questioned or the work that he has done.<\/p>\n\n\n\n
The important thing is that the intent of questioning should be to seek understanding rather than putting down someone. Hence, even the tone of questioning is very important. Consider the difference between, \u201cWhy did you do THAT?\u201d and \u201cWhat are your reasons for doing THAT?\u201d<\/p>\n\n\n\n
The tone of the former question is judgmental while the same question asked differently demonstrates an openness and a neutral tone. The tone is important because it can either put people off & make them defensive or it can make them relaxed and explain their rationale for an idea or a course of action.<\/p>\n\n\n\n
From the above, it follows that there is a big difference between \u201cquestioning\u201d and \u201casking questions\u201d.<\/p>\n\n\n\n
$\"image\"$ <\/figure>\n\n\n\n
In the work context, a manager who adopts an approach of \u201casking questions\u201d enables an environment where his reportees apply their mind to the situation at hand and exercise their best judgment on the right course of action.<\/p>\n\n\n\n
The manager can use questions to expand the reportee\u2019s thinking and make him aware of aspects he may not have thought of (instead of just instructing him what to do).<\/p>\n\n\n\n
Hence asking questions contributes to the reportee\u2019s overall development and ability to deal with situations with minimal oversight. Equally important, it enables greater responsibility on the part of the reportee so that the implementation aspects of his suggestions are fully owned by him.<\/p>\n\n\n\n
Through this, the manager\u2019s time is also freed up from routine oversight functions to take up important but not urgent tasks.<\/p>\n\n\n\n
In a highly dynamic world, the approach of \u201casking questions\u201d is not just \u201ca nice to have\u201d but an imperative to empower people and ensure that the organization as a whole responds fast to changes in the environment.<\/p>\n\n\n\n
\u201cAsking questions\u201d is an essential part of the tool set of a coach who may be the line manager himself. You consciously adopt the approach for improving the \u201cawareness\u201d of the coachee and therefore, open his mind to his perceptions & other possibilities and take \u201cresponsibility\u201d for the options for actions that he chooses.<\/p>\n\n\n\n
Finally, adopting the approach of \u201casking questions\u201d needs a complementing skill which is ACTIVE listening. A coach cannot sustain a session of asking questions without actually listening well, understanding and re-phrasing of what the coachee says.<\/p>\n\n\n\n
As with most things in life, practice makes perfect \u2013 it takes time and experience to hone the approach of asking questions and the skill of active listening. But they can indeed be developed for individual and organizational benefit. The time to start is NOW!<\/p>\n","post_title":"Questioning and Asking Questions - what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"questioning-and-asking-questions-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:02","post_modified_gmt":"2024-01-29 10:55:02","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1514","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1448,"post_author":"31","post_date":"2014-11-02 06:59:09","post_date_gmt":"2014-11-02 01:29:09","post_content":"\n
This article is part of the series on \u201cJourney of a coach\u201d covering my experiences as a performance coach. You may have the read an earlier article in the series on \u201cJourney of a coach \u2013 the beginning\u201d<\/a>. The journey continues here...<\/p>\n\n\n\n
Yogi Berra, New York Yankees baseball player (arguably the best catcher of all time) said, \u201cIn theory, there is no difference between theory & practice. But in practice, there is!\u201d So, this article is about the theory & practice of coaching for performance \u2013 not baseball players but people managing software projects.<\/p>\n\n\n\n
In my context, the \u201ctheory\u201d was mostly \u201cCoaching for Performance\u201d by John Whitmore (by the way, there is another article of mine on Whitmore<\/a> if you are interested). The \u201cpractice\u201d was, of course, my actual experiences over the years.<\/p>\n\n\n\n
A caveat \u2013 I am not here to debunk theory and hail practice - as a cardiac surgeon might! I have a great deal of respect for Whitmore\u2019s book on Coaching for Performance. The book provided a solid reference and a practical guide for my work as a coach all these years.<\/p>\n\n\n\n
However, I do have my own \u201cinterpretations\u201d and \u201cextensions\u201d of the theory in actual practice which I wish to share. I will use the diagram below which shows the context for coaching.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
You can see the \u201ccircles of influence\u201d around the coachee which would have a bearing on coaching and its effectiveness. We will cover each of these circles with examples. Note that the coach\u2019s experience, beliefs and perceptions are also significant in the context in addition to his skills for coaching.<\/p>\n\n\n\n
Circle #1: Are all situations \u201ccoaching situations\u201d?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The first circle of influence is the coaching situation faced by the coachee at work. For example, it could be that he is recently promoted and finds gaining acceptance in his team a challenge.<\/p>\n\n\n\n
The question is whether all such work situations are amenable for coaching - whether you are the manager of the coachee or an external coach. If you follow the \u201ctheory\u201d (that is Whitmore), a coaching style can become the default management style of the entire organization for all occasions.<\/p>\n\n\n\n
In other words, all manager-reportee interactions can naturally follow the coaching style \u2013 the manager following the sequence of helping his reportee to identify the goal he is seeking to achieve, assess the current state of affairs, consider the available options to achieve the goal and making the commitment-making to make it happen.<\/p>\n\n\n\n
That is all very well, but what if you are a commando fighting a guerrilla war in a jungle and see a metal tube from the foliage pointing at you. Your commander (\u201cmanager\u201d) is not going to coach you through the situation, is he?<\/p>\n\n\n\n
There are also other equivalent (but less extreme) situations at work when time is of essence and all that the coachee needs is information or simple direction (like for example, how to balance staff loading in a project schedule).<\/p>\n\n\n\n
So, my interpretation of theory is that there is better pay-off of coaching in some situations than others. However, there are many, many work situations wherein the quality of work<\/b> or results<\/b> is very important, the learning<\/b> for the coachee very important and it is not an emergency<\/b>. Coaching is very relevant in those cases.<\/p>\n\n\n\n
Circle #2: Are people always receptive to coaching?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The next circle of influence is relating to how receptive people are to coaching even if their work situation was amenable for it.<\/p>\n\n\n\n
Are they motivated enough to become more aware<\/b> and take responsibility<\/b> by themselves and not just because their employer has enrolled them in a training & coaching program?<\/p>\n\n\n\n
Maslow\u2019s theory is that motivation is linked to the stage an individual is at in a hierarchy of needs (see diagram below from Whitmore\u2019s Coaching for Performance). Note that Whitmore has split Maslow\u2019s Esteem stage into two \u2013 Esteem from others and Self-esteem.<\/p>\n\n\n\n
At the stage of Esteem from others, one is looking \u201cexternal\u201d recognition and prestige as motivators. At the stage of Self-esteem, external motivators tend to become less important. More important is the need to make a difference and being empowered to do so enhancing self-esteem. This self-esteem stage is where coaching makes the biggest impact for personal growth.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
Source: Coaching for Performance by John Whitmore<\/i><\/p>\n\n\n\n
There are a few more \u201ccircles\u201d to cover which we will in Part II of the article.<\/p>\n\n\n\n
Till then...<\/p>\n","post_title":"Journey of a coach - theory & practice (Part I)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-i","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:34","post_modified_gmt":"2024-01-29 10:55:34","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1521,"post_author":"26","post_date":"2014-10-30 10:57:02","post_date_gmt":"2014-10-30 05:27:02","post_content":"\n
$\"Network_whenhow2\"$ <\/a><\/figure>\n\n\n\n
One is never without a network and if you are reading this - it may be more to know how to grow it and\/or to overcome obstacles, often due to one's level comfort with so called \"networking\".<\/p>\n\n\n\n
If you look at how you:<\/p>\n\n\n\n
\n
got the opportunity to work in your current position<\/li>\n\n\n\n
got into your college\/school<\/li>\n\n\n\n
got your house on rent or bought your apartment<\/li>\n<\/ul>\n\n\n\n
you will see that a network - formal, informal or virtual (internet based) was at play.<\/p>\n\n\n\n
I will focus on growing your professional network and a few simple steps for it and not delve into specifics of social media, as all of you would be familiar with it.<\/p>\n\n\n\n
First, start with your existing network - which will be your current and past colleagues, your college and school alumni, friends and family. See that you stay in touch with them, by meeting them up or electronically, if you are not in touch start right away. Sending greetings for important occasions, festivals and events is a good way to start. Make it a point to call a few of them over the commute\/ weekends and work on the complete list slowly and steadily, start at top the list again once you complete it.<\/p>\n\n\n\n
What if you need to ask for a reference or a favor from a person with whom you are not in regular touch. The best way to is to be honest, there is no point in coming up with a phony reason to get in touch with them and ask for what you want. Your honesty will be appreciated, after that do thank them and make an effort to stay in touch with them. See that your nurture this set of contacts where you have already made a start.<\/p>\n\n\n\n
Once, when I was looking out for a job using my network, I made it a point to call and thank all those who forwarded my resume to their contacts and I sent a book as a gift to thank all those contacts whose help took me to the interview stage. I did it without any motive and what amazed me was the warmth from these contacts in all my future interactions.<\/p>\n\n\n\n
Second area to focus on are the professional events - there will be events where your technical or managerial domain will be the focus. You may be sponsored\/encouraged by your organizations to attend them, do not let is pass citing an excuse of being busy. Do make time to attend a few of them. If you find that you do not have this opportunity then see that you find such events and enroll yourself.<\/p>\n\n\n\n
In my experience these events certainly help you make a few contacts, you will always find a few persons whom you will find interesting and knowledgeable and connect effortlessly. The key is to nurture this - see that you follow-up with a mail and\/or a call.<\/p>\n\n\n\n
If you are the type who feels inhibited to make an opening, then do not worry. I was advised by one of my mentors to just listen and not worry about talking and enjoy being there. If you listen and observe intently you will find yourself talking soon. Your focus on the interactions and not on your perceived ability, does the trick. Try it a couple of times and see for yourself.<\/p>\n\n\n\n
Lastly, for anything to succeed one has to have the desire, then comes the effort and discipline for achieving it. A small progress or a step with positive result, is the best encouragement for you to strive towards your goals. Do ponder on your actions and results to stay focused on continuing to do this.<\/p>\n\n\n\n
One related question I hear from many of my coachees is \"visibility\" within the organization. More on that in a later post.<\/p>\n","post_title":"Networking - when and how to begin?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"networking-when-and-how-to-begin","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:58","post_modified_gmt":"2024-01-29 14:50:58","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1521","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1517,"post_author":"30","post_date":"2014-10-29 09:30:26","post_date_gmt":"2014-10-29 04:00:26","post_content":"\n
$\"sell-it\"$ <\/a><\/figure>\n\n\n\n
As a child, I used to come up with various ideas for almost anything, and ask for Rs. 1000\/- per idea. Being a child, nobody would want to pay money, that too a thousand Rupees \u2013 but, I would get something else as an appreciation for my efforts. A toffee, a cone ice cream etc.<\/p>\n\n\n\n
Further on, when I used to be active in small groups, selling was more of ideas and to get the team to converge on something, that the group can take as an action.<\/p>\n\n\n\n
As a team leader, I needed to sell the vision of the project to the team, to get everybody\u2019s buy in.<\/p>\n\n\n\n
More recently, I have been in contact with many aspiring and active entrepreneurs. Selling is something that they do with every breath.<\/p>\n\n\n\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 10 of 12 Previous 1 … 9 10 11 12 Next

\n
The Bell Curve proponents would typically cite the likes of Jack F Welch in their favour. The argument being that there has to be some one in the (say) bottom 5% who need to be regularly weeded out. This way the organization retains only those who can live up to the pressure of staying in the race. Then by the same logic (say) only the top 10% have to be rated outstanding in the relative sweepstakes. This way the organization truly recognizes the top of the pile who make a larger difference. This will ensure that everyone wants to race to the top\u2026 After all does anyone remember the participants in the Olympics sprint \u2013 only the winner is recognized, even if the victory was in a photo-finish, isn\u2019t it. So this model does sound good and seems to promote performance, isn\u2019t it or does it?<\/p>\n\n\n\n
So, if (say) only the top 10% are going to make it big, will there co-operation among the top 20% \u2013 30%? Would you rather see your peer fail, and you make it to the top, than the organization succeed? Everyone is now running their own race. If the bottom 5% are going to be weeded, will the bottom 15% feel this as a place to stay or start increasing the churn more than you want? Will they all be looking at contributing to the project on hand or be worried about their future? Will this further impede their contribution to the project?<\/p>\n\n\n\n
Absolute Performance<\/strong><\/p>\n\n\n\n
The absolute performance proponents would state that the goal setting exercise sets the expectation. So when it comes to measuring if you have performed better than the goals (how many ever in the team), everyone then deserves to be ranked an out performer. If you have missed the goals by a pre-set margin, only then you are an underperformer. Well all through our school days it was clear what would give a distinction or what would cause me to fail the exams isn\u2019t it. This would be reinforced by the fact that in a team model \u2013 the team is not in a race amongst themselves, so everyone will be willing to help thy buddy to succeed as well, thus reinforcing the team first principle. If someone still underperforms, then it\u2019s appropriate to let go. After all everyone feels happy when everyone around them is happily rated. So this model sounds good too to promote team performance, is it or is it not?<\/p>\n\n\n\n
So, if a whole range of them outperform the targets \u2013 what does it mean? Was the manager setting the target too low? Or would we land up in the situation where even a 99.5% does not guarantee you an admission in St. Stephens College, Delhi? Would everyone really be happy if the majority are declared to be outperforming (will the share of the cream in the cake be sufficient for all of them)? Would we start sympathizing and enabling the dead wood in the organization to some how cross the minimum threshold? Will we eventually land up with mediocrity?<\/p>\n\n\n\n
How do you choose the system?<\/strong><\/p>\n\n\n\n
I am sure all these thoughts and many more go through the minds of the managers, the HR folks, the team, the organization leaders when they set up and run the systems. After all both systems have their own merits and have their own draw backs.<\/p>\n\n\n\n
I don\u2019t believe the systems per se are the issue. I believe it\u2019s the implementation that\u2019s an issue. Additionally an organization, should be keeping the system aligned with the expected behaviour from its employees. How much does team performance matter? How much does individual performance matter? Or can the organization go beyond this?<\/p>\n\n\n\n
What are the real issues ?<\/strong><\/p>\n\n\n\n
So where do the real issues come in then, with appraisals?<\/p>\n\n\n\n
First, I have seen that when I as a manager have not been giving regular feedback through the year, and helping with the development plan of my team member, I run into a problem at the end of the year. The appraisals look more like reprisals to the employee \u2013 because if they had appropriate feedback, they could have taken necessary pro-active steps to ensure their success and eventually the organization success.<\/p>\n\n\n\n
Next, when the stated organizational position is absolute performance, but then an organization thru unwritten action pushes the manager to necessarily fit a bell curve \u2013 it creates invisible chaos. I have noticed many a manager then succumbs to the pressure, because after all his\/ her own rating would be at stake if the unwritten expectation is not acted upon. Later when briefing the team there\u2019s a disconnect when the team member questions the ranking. The manager cannot explicitly state he did not stick to the organization philosophy and neither state he succumbed to the chain of command\u2019s unwritten message.<\/p>\n\n\n\n
Or when in an absolute performance system, there\u2019s an initial euphoria \u2013 with everyone knowing that they probably bettered the stated expectation. However if the organization has not outperformed \u2013 the limited goodies that come along now get split more evenly with more people. So does it now lead employees to believe that the good grading is a placebo. Should the organization have been more diligent in the level of the target being set early on in the game? Will it now start making the team not worry about the grading and encourage mediocrity?<\/p>\n\n\n\n
In addition to all these, not every thing we do is easily measurable, much less comparable. So the objectivity of the manager is already subject to his\/ her pre-existing perspective. So, can the manager ensure that it does not cloud the appraisal process?<\/p>\n\n\n\n
In Conclusion<\/strong><\/p>\n\n\n\n
In conclusion, I would say that if the true strategy of the organization and its execution is aligned and well stated, it will make any system work reasonably well. Or not doing that every system will create only a set of issues.<\/p>\n\n\n\n
Personally, I would like to see a system where the organization decentralizes this decision at the level at which people can make the decisions on allocation of budgets, career moves, promotions, hiring and firing \u2013 which in many ways are the outcome of this process. The closer you bring this to the place of action, the better aligned it will be to the needs of the team. The process of allocation from the corporate to these groups itself, should also be made clear up-front. That to me is true empowerment. That to me will show the ability of the corporate to create a self-managing organization.<\/p>\n\n\n\n
What\u2019s your thought? Do you think these systems can be fairly built or is it a mirage? If yes, how do you do it? If you think it\u2019s a mirage, then how do you lead in today\u2019s knowledge industry?<\/p>\n\n\n\n
<\/p>\n","post_title":"Performance Appraisal : Bell Curve or Absolute Performance - What's good?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"performance-appraisal-bell-curve-or-absolute-performancewhats-good","to_ping":"","pinged":"","post_modified":"2024-09-23 20:14:40","post_modified_gmt":"2024-09-23 14:44:40","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3391","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3510,"post_author":"26","post_date":"2015-06-12 13:52:40","post_date_gmt":"2015-06-12 08:22:40","post_content":"\n
$\"Cryptic$ <\/a>
Cryptic daily stand up<\/figcaption><\/figure>\n\n\n\n
The Daily Scrum is one ceremony that the teams following Scrum adopt quickly. There are some hiccups initially, which are sorted out, often with inputs from the coach\/guide. The ceremony is on time and at fixed time, occurs even if Scrum Master is not present, team members unable to attend do call in or provide an email update. Good going!<\/p>\n\n\n\n
Now slowly things change and either the updates become cryptic or verbose. After observing many teams go through this, what comes to my mind is a famous rhetorical question on delays in projects:<\/p>\n\n\n\n
Q: How does a project get delayed by a month?<\/em><\/p>\n\n\n\n
A: One day at a time.<\/em><\/p>\n\n\n\n
Now why am I quoting this here? Because something similar happens. The updates go towards cryptic or verbose as one person goes in that direction and that is not observed\/ corrected. The Scrum Master has a key role in ensuring that the scrum process is followed, he has to be alert to this.<\/p>\n\n\n\n
Here is a typical scenario:<\/p>\n\n\n\n
Mohan is working on a task TKS-210 and has had a bit of a struggle with it. His update in the daily scrum is:<\/p>\n\n\n\n
I was working on TKSK-210, will continue, no impediments. (Sigh.)<\/p>\n\n\n\n
This is accepted, i.e., no one asks any questions, maybe the team members understand the status.<\/p>\n\n\n\n
The next day update too is similar. Now it is likely that couple more team members shift to this style of update. There is an innate, unconscious tendency in humans to mimic, imitate or follow other people, which surfaces time to time. Very soon all updates become similar.<\/p>\n\n\n\n
The ideal update would include some information on -
How much work is done?
When the work is expected to complete?
If completing soon, the team member will certainly state what task he is planning to pick up next.<\/p>\n\n\n\n
Is it quite possible that the thinking on \u201cwhat next\u201d will not happen in the minds, and that is not good. There is a possibility that \u201cI will continue...\u201d kind of update will result in the person continue on task and not take up another, even if it were possible, as words said aloud influence thoughts\/thinking.<\/p>\n\n\n\n
So the Scrum Master and the team has to be alert to how the updates are provided. They can always ask questions to elicit relevant information.<\/p>\n\n\n\n
One practice that will help - is the updating of remaining hours on the task. This if done regularly, will surface in the Daily Scrum and result in update being more specific. If the remaining hours on a task is a fraction of the day, it prompts the team member to the \u201cwhat next\u201d thinking, and share the same.<\/p>\n\n\n\n
Do you have any similar experiences? Would like to hear them as well as your views.<\/p>\n","post_title":"Keeping Daily Scrum focused...","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"keeping-daily-scrum-focused","to_ping":"","pinged":"","post_modified":"2024-01-29 14:49:32","post_modified_gmt":"2024-01-29 14:49:32","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3510","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3343,"post_author":"26","post_date":"2015-05-15 09:38:10","post_date_gmt":"2015-05-15 04:08:10","post_content":"\n
As a coach, a recurring situation one faces, towards the end of the first sprint after the coaching has started, is the push and shove to the retrospective. After seemingly making the team understand that two key aspect of Agile Scrum are to surface the problems at the earliest<\/strong> and avoiding any kind of waste<\/strong>. I naively expected that the team will be eager to do the retrospective, but wiser now.<\/p>\n\n\n\n
$\"lookingback\"$ <\/figure>\n\n\n\n
<\/p>\n\n\n\n
The team will be scrambling to wrap up the work and close all stories to meet the sprint commitment made, the sprint will be kept open till the the very end and at times a few hours into the next sprint. The Sprint Planning for next sprint has to start, the Sprint Review needs to happen for stories to be closed, where is the time for retrospective? Can it be done next time?<\/p>\n\n\n\n
At times they combine Retrospective and Sprint Planning, which results in speeding through the retrospective and getting quickly into the planning. Add to this the different locations and time zones of the PO and Scrum Team. The retrospective at times is scheduled after Sprint Planning, which is anyway better than not having it at all.<\/p>\n\n\n\n
So here is how it goes, the three questions are asked, inputs collated and a mail sent to all stakeholders and the collated inputs made available in a common area. Very less focus on listening to each other and trying to resolve issues.<\/p>\n\n\n\n
The way I deal with this is that I share with the Scrum Master and team on how an ideal Retrospective should proceed and leave it to them to get close to it:
- Use post-its to capture what went well, stick on board, have one of team read all of it. Clarify any point that is not clear,
- Same for what did not go well,
- Same for what they would start to do,
- At this juncture prioritize the start to do\/action items and brainstorm, starting from top till the time runs out.<\/p>\n\n\n\n
This has worked well, teams typically identify one to three items and come up with reasonable details for implementing them. If required I remind them of these mid sprint, some steps are taken and progress made, this helps in them getting into the habit of doing retrospectives regularly.<\/p>\n\n\n\n
One more point to note is that a problem that seems \u201ca way of life\u201d, at end of first sprint may get some solutions, in the subsequent sprint. My reading of this is that the problem when noted first is annoying and frustrating, team is mentally tired to work on it. But when the same problem surfaces again, they are able to come up with a solution, as the frustration is vented in past.<\/p>\n\n\n\n
Let me share one example. This is to do with a scarce DBA resource causing stories to be re-opened due to delayed inputs\/review. At the end of first sprint they made note of this issue and came out strongly on \u201cthis how it is going to be\u201d, \u201cwe have escalated enough already in past\u201d. The issue surfaced again in next sprint, as it was discussed before, the emotions were in check. One of team suggested that we use the grooming pattern, i.e., plan\/do in advance. They figured out a way to deal with it.<\/p>\n\n\n\n
Another oft repeating issue is the frustration of not being able to close a story, because just the show and tell (demo) could not happen, or a build and test in correct environment was not completed due to big queue in CM. The team argues for closing the story, they feel that they are loosing story points for no fault of theirs. Here as a coach, one has to reinforce the concept of \u201cDone\u201d and revisit the concept of \u201cVelocity\u201d.<\/p>\n","post_title":"Initial coaching interventions for Retrospectives","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"initial-coaching-interventions-for-retrospectives","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:04","post_modified_gmt":"2024-01-29 14:50:04","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3343","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3339,"post_author":"26","post_date":"2015-04-11 09:33:55","post_date_gmt":"2015-04-11 04:03:55","post_content":"\n
Teams new to Scrum have a product backlog. The backlog will be groomed to some degree, typically have clarity for up to one to two sprints. The priority will be clear, with fair amount of detail on the requirements. The estimates may be present, it could be story points or a masked form of an effort estimate.<\/p>\n\n\n\n
The Product Owner (PO), who is not co-located in most of the teams will participate in Sprint Planning and along with the Scrum Master and team pick a set of stories to be done in the Sprint. After this the team jumps into doing the work. Detailed Sprint Planning is given a miss as PO will not be available for the entire duration and the team reluctant to do task based estimate for variety of reasons, if they do it is done by a few senior members of the team.<\/p>\n\n\n\n
This is where the first intervention from coach is needed, coax them to do detailed planning i.e., break down the stories into tasks and corresponding effort estimates. Insist that the entire team be involved and ensure that they balance the work they are taking up with the capacity the team has. Here is where they get to see one of the characteristics of Scrum \u2013 uncovering the problems at the earliest, and as a coach one should ensure that they become aware of it.<\/p>\n\n\n\n
$\"Sprint_Plan_1\"$ <\/figure>\n\n\n\n
Few things they discover:
- there may not be enough Analysis\/Dev\/DBA\/QA capacity in the team
- some of the team may not be fully utilized
- as they break down stories to tasks they realize that some stories cannot be completed, due to external dependencies, that is unlikely to be fulfilled.
- they may require more information from the PO.
- lastly the entire team gains an understanding what is planned to be accomplished.<\/p>\n\n\n\n
And it is interesting to see how they work around this:
- make use of team members not fully utilized to accomplish some of the tasks.
- the above at times involves redistributing the work, so that team members volunteering outside their domain, can take up relatively simpler tasks.
- go back to PO\/stakeholders and try to get the dependencies resolved or pick another story, this one requires a push from coach.
- get clarity on requirements from PO, this has to happen the next day.
- re-adjust the sprint backlog taking the above into account.<\/p>\n\n\n\n
$\"Sprint_Plan_2\"$ <\/figure>\n\n\n\n
At times guidelines are adhered to, planning sessions is time-boxed, they assume that all planning needs to happen in one sitting. Here is where, as a coach, one has to make them see the \"why\" behind a particular step, \"what\" outcome is desired? The outcome of having a proper Sprint Plan is more important than accomplishing it a single time-boxed session.<\/p>\n\n\n\n
As they complete this they realize that in past sprints, they grappled with these issues, towards the end of the sprint. Now they have ample time to cope with it \u2013 the benefit of Scrum uncovering problems earlier is leveraged.<\/p>\n\n\n\n
There is reluctance to do task effort estimates. In the traditional planning task estimates are done for entire project even with some requirements not being clear. This would have resulted in lot of waste, this coupled with notion that agile means no planning is the major cause of the reluctance. As a coach, one needs to highlight that there is better clarity on requirements and it is being done for just a sprint, so there is no waste. The reluctance is also due to lack of understanding of the difference between story point, size and effort estimates, this needs to be addressed.<\/p>\n\n\n\n
At this juncture the team is ready to make and take on the commitment with higher confidence. You can see the related blog on retrospectives.<\/p>\n","post_title":"Initial coaching interventions for Sprint Planning","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"initial-coaching-interventions-for-sprint-planning","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:24","post_modified_gmt":"2024-01-29 14:50:24","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3339","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1519,"post_author":"33","post_date":"2014-11-09 12:15:54","post_date_gmt":"2014-11-09 06:45:54","post_content":"\n
$\"\"\/$ <\/figure>\n\n\n\n
  <\/p>\n\n\n\n
Leaders have only two jobs:<\/p>\n\n\n\n
1) Getting work done<\/p>\n\n\n\n
2) Growing the people<\/p>\n\n\n\n
Coaching as a leadership\/management style achieves both.<\/p>\n\n\n\n
With Command & Control approach, managers may get the work done in the short term, by force. But that might have negative impacts on the team in terms of :<\/p>\n\n\n\n
- Lack of ownership<\/p>\n\n\n\n
- Low motivation<\/p>\n\n\n\n
- Poor quality output<\/p>\n\n\n\n
- Low productivity<\/p>\n\n\n\n
- Missed schedules etc.<\/p>\n\n\n\n
Command & Control might also impact development of team members negatively. Teams might wait for manager to give instruction. They might hesitate to take initiative as it might get overruled by the manager. They might stop thinking new & innovative ideas as the manager will always tell them what to do.<\/p>\n\n\n\n
On the other hand, with Coaching as the leadership style, managers will empower the team members to come out with new ideas, solutions and encourage them to implement them. They will help the team members to discover their strengths by asking questions & challenging them. This builds motivation and ownership in the team members.<\/p>\n\n\n\n
Having said that, there are situations where Managers need to use command & control approaches. For example, in a fire fighting situation where extremely quick response in needed. There will be a need for different approaches for different team members \u2013 someone may need more directive input & constant oversight and someone may need a lot of freedom.<\/p>\n\n\n\n
A good leader is one who has high self awareness, self-regulation, self-motivation and empathy through which he\/she can sense and respond differently, in a conscious way, to different situations & different people.<\/p>\n\n\n\n
However, to be a good Leader, coaching way of management style should be the most natural approach and command & control should be the exception.<\/p>\n","post_title":"Coaching vs Command & Control style of Management","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"coaching-vs-command-control-style-of-management","to_ping":"","pinged":"","post_modified":"2024-01-29 15:34:20","post_modified_gmt":"2024-01-29 15:34:20","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1519","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1456,"post_author":"31","post_date":"2014-11-09 12:15:37","post_date_gmt":"2014-11-09 06:45:37","post_content":"\n
In an earlier article \u201cJourney of a coach \u2013 theory & practice (Part I)<\/a>, we introduced the \u201ccircles of influence\u201d which form the context (see diagram below) for coaching process.<\/p>\n\n\n\n
$\"image\"$ <\/a> The circles in the diagram above have a significant bearing on coaching effectiveness and need to be addressed by the coach using the theory of coaching (such as Whitmore\u2019s book on \u201cCoaching for Performance\u201d). In the case of some circles, the theory may \u201cend\u201d at some point and the coach will have \u201cinterpret\u201d and \u201cextend\u201d it for the specific coachee situation at hand.<\/p>\n\n\n\n
We covered the following in Part I of this article:<\/p>\n\n\n\n
\u00b7 Circle #1: Are all situations \u201ccoaching situations\u201d?<\/p>\n\n\n\n
\u00b7 Circle #2: Are people always receptive to coaching?<\/p>\n\n\n\n
In this Part II, we will cover the two remaining circles.<\/p>\n\n\n\n
Circle #3: Are coaches sometimes helpless?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
Circle #3 above regarding \u201cbeliefs, perceptions and personal circumstances\u201d can actually be quite a hard shell hindering coaching progress. But it is often an invisible hard shell because people will share only so much of their innermost beliefs and personal circumstances even though they are impacting their work performance. Coaches make chance discoveries of this shell in the Reality check part (that is, the current state of affairs that needs to improve to meet the Goal) of the Goal-Reality-Options-Will (GROW) model of Whitmore. Here are examples:<\/p>\n\n\n\n
\u00b7 A coachee once candidly admitted that he was himself the reason for his declining performance at work. The reason was that his family was going through his sister\u2019s painful divorce in the US and her life coming back to India. He just could not go about work as usual<\/p>\n\n\n\n
\u00b7 A second coachee had a lot of issues with his manager. He felt that the manager\u2019s lack of domain knowledge resulted in his not realizing & recognizing the value of the coachee\u2019s work. In addition, the coachee seemed to indicate that lack of recognition of his work had to do with his belonging to a minority religious community in India<\/p>\n\n\n\n
\u00b7 Yet another coachee told my colleague (also a Performance Coach) that her problems arose because her boss was an inveterate woman-hater<\/p>\n\n\n\n
These are situations of tight-rope walking for a performance coach! In situations of personal crisis, the coach may only help by sympathetic and patient listening. This may help the coachee more than one would think \u2013 just getting the problem \u201coff his chest\u201d often helps and relieves stress. Being less stressed, he may be able to come to grips with his personal predicament and deal with it better. However, coachee\u2019s entrenched beliefs on, say, religion and gender can be very challenging for the coach to deal with. Some deep-rooted beliefs may indicate pathology needing help from a trained therapist \u2013 far beyond the scope of performance coaching and the ability of the coach.<\/p>\n\n\n\n
Circle #4: Is the coachee\u2019s work environment conducive?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The last circle of influence is the coachee\u2019s work. Sometimes, people have told me that they are \u201cstuck\u201d in positions \u2013 say, \u201croutine\u201d software bug fixing and maintenance where there is really no scope for \u201clearning, enjoyment and fulfillment\u201d (you may like to read My Team is not motivated!!!<\/a> by my colleague Prasanna Moses on this). Most of us would agree that there is far less drudgery at work in today\u2019s knowledge-centric world than even just 30 years ago. We would also agree that there is no such thing as 100% \u201csexy\u201d work (unless of course, you are doing breakthrough work of your calling \u2013 say, in quantum computing). So, when coachees complain about their current work\/role and the lack of sexiness thereof, I ask them questions about what makes it boring, what they can do about it and so on \u2013 hopefully making them better aware of interesting possibilities in what they were doing. In some cases, people have hinted to me that they are considering quitting their \u201cboring\u201d job and looking for a reaction. Under such circumstances, to be fair to the coachee and to the coachee\u2019s employer (who is paying my fees!), I would say the best option is to ask the coachee questions exploring his rationale for leaving (without being judgmental on whether it is right or wrong) \u2013 like what does he think leaving the job will achieve, how will it get him closer to his goals, how is he sure that the same problems would not repeat themselves in the new organization and so on. The ultimate decision should be the coachee\u2019s based on introspection triggered by your questions. He may still choose to quit \u2013 but that is another matter! As far as you are concerned as a coach, you have played it fair & square. It is not unthinkable that you as the coach may actually agree with his rationale for seeking another job!<\/p>\n\n\n\n
A related aspect is also the organizational environment in which the coachee works \u2013 over & above his immediate work\/role discussed above. In sports coaching, the strong individual motivation is a given and the coachee has a great deal of control over what he can and cannot do to enhance his performance. The circumstances for software project managers are different. Their GROW model is in the context of an organization with its culture, policies, processes and so on. As a coach, I have encountered some real challenges here \u2013 the Project Manager may be aspiring to do something of value in his project but his line management and work environment may not be supportive. Some organizational policies can be insensitive to people and even draconian. In one software development organization, if project team members logged in less than 40 hours per week of approved work, there would be automatic cuts in their pay while the significant additional work needed at other times went scarcely noticed! How can one be expected to learn and enjoy their work in such an environment? In such cases, we do bring it up with the line management for addressing them and offer our help as well. To be honest, it worked sometimes and it did not in as many cases.<\/p>\n\n\n\n
In summary, as a practicing coach, you are bound to run into situations like the ones above which make you stop and ponder as to what extent theory can lead practice! You may need to introspect and think of newer ways of extending \u201ctheory\u201d or just use good old common sense and move on! At PM Power, we have the coaches\u2019 conclave where these situations are discussed to see how best to help the coachee considering all the circles of influence. It has significantly helped our coaches in specific situations and in honing their coaching skills in general.<\/p>\n\n\n\n
We invite you to share your coaching experiences (as a coach or a coachee) and we would be happy to share our perspectives which may be of help. You may reach us at info@pm-powerconsulting.com.<\/p>\n","post_title":"Journey of a coach - theory & practice (Part II)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-ii","to_ping":"","pinged":"","post_modified":"2024-01-29 10:54:32","post_modified_gmt":"2024-01-29 10:54:32","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1456","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1514,"post_author":"31","post_date":"2014-11-02 12:24:22","post_date_gmt":"2014-11-02 06:54:22","post_content":"\n
A speaker finishes a great speech \u2013 at least, HE thinks it is great! He then asks, \u201cAny questions?\u201d What does he expect? If I were him, I would expect the audience to demonstrate a level of understanding of what the speech was all about and ask meaningful questions - clarifying the ground covered and even extending from there.<\/p>\n\n\n\n
These are situations where one actually wants to be questioned to get a sense a satisfaction that the effort (the speech, in this case) has been worthwhile. But there are other situations where being questioned has a very negative connotation. It implies questioning the ability of the person being questioned or the work that he has done.<\/p>\n\n\n\n
The important thing is that the intent of questioning should be to seek understanding rather than putting down someone. Hence, even the tone of questioning is very important. Consider the difference between, \u201cWhy did you do THAT?\u201d and \u201cWhat are your reasons for doing THAT?\u201d<\/p>\n\n\n\n
The tone of the former question is judgmental while the same question asked differently demonstrates an openness and a neutral tone. The tone is important because it can either put people off & make them defensive or it can make them relaxed and explain their rationale for an idea or a course of action.<\/p>\n\n\n\n
From the above, it follows that there is a big difference between \u201cquestioning\u201d and \u201casking questions\u201d.<\/p>\n\n\n\n
$\"image\"$ <\/figure>\n\n\n\n
In the work context, a manager who adopts an approach of \u201casking questions\u201d enables an environment where his reportees apply their mind to the situation at hand and exercise their best judgment on the right course of action.<\/p>\n\n\n\n
The manager can use questions to expand the reportee\u2019s thinking and make him aware of aspects he may not have thought of (instead of just instructing him what to do).<\/p>\n\n\n\n
Hence asking questions contributes to the reportee\u2019s overall development and ability to deal with situations with minimal oversight. Equally important, it enables greater responsibility on the part of the reportee so that the implementation aspects of his suggestions are fully owned by him.<\/p>\n\n\n\n
Through this, the manager\u2019s time is also freed up from routine oversight functions to take up important but not urgent tasks.<\/p>\n\n\n\n
In a highly dynamic world, the approach of \u201casking questions\u201d is not just \u201ca nice to have\u201d but an imperative to empower people and ensure that the organization as a whole responds fast to changes in the environment.<\/p>\n\n\n\n
\u201cAsking questions\u201d is an essential part of the tool set of a coach who may be the line manager himself. You consciously adopt the approach for improving the \u201cawareness\u201d of the coachee and therefore, open his mind to his perceptions & other possibilities and take \u201cresponsibility\u201d for the options for actions that he chooses.<\/p>\n\n\n\n
Finally, adopting the approach of \u201casking questions\u201d needs a complementing skill which is ACTIVE listening. A coach cannot sustain a session of asking questions without actually listening well, understanding and re-phrasing of what the coachee says.<\/p>\n\n\n\n
As with most things in life, practice makes perfect \u2013 it takes time and experience to hone the approach of asking questions and the skill of active listening. But they can indeed be developed for individual and organizational benefit. The time to start is NOW!<\/p>\n","post_title":"Questioning and Asking Questions - what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"questioning-and-asking-questions-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:02","post_modified_gmt":"2024-01-29 10:55:02","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1514","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1448,"post_author":"31","post_date":"2014-11-02 06:59:09","post_date_gmt":"2014-11-02 01:29:09","post_content":"\n
This article is part of the series on \u201cJourney of a coach\u201d covering my experiences as a performance coach. You may have the read an earlier article in the series on \u201cJourney of a coach \u2013 the beginning\u201d<\/a>. The journey continues here...<\/p>\n\n\n\n
Yogi Berra, New York Yankees baseball player (arguably the best catcher of all time) said, \u201cIn theory, there is no difference between theory & practice. But in practice, there is!\u201d So, this article is about the theory & practice of coaching for performance \u2013 not baseball players but people managing software projects.<\/p>\n\n\n\n
In my context, the \u201ctheory\u201d was mostly \u201cCoaching for Performance\u201d by John Whitmore (by the way, there is another article of mine on Whitmore<\/a> if you are interested). The \u201cpractice\u201d was, of course, my actual experiences over the years.<\/p>\n\n\n\n
A caveat \u2013 I am not here to debunk theory and hail practice - as a cardiac surgeon might! I have a great deal of respect for Whitmore\u2019s book on Coaching for Performance. The book provided a solid reference and a practical guide for my work as a coach all these years.<\/p>\n\n\n\n
However, I do have my own \u201cinterpretations\u201d and \u201cextensions\u201d of the theory in actual practice which I wish to share. I will use the diagram below which shows the context for coaching.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
You can see the \u201ccircles of influence\u201d around the coachee which would have a bearing on coaching and its effectiveness. We will cover each of these circles with examples. Note that the coach\u2019s experience, beliefs and perceptions are also significant in the context in addition to his skills for coaching.<\/p>\n\n\n\n
Circle #1: Are all situations \u201ccoaching situations\u201d?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The first circle of influence is the coaching situation faced by the coachee at work. For example, it could be that he is recently promoted and finds gaining acceptance in his team a challenge.<\/p>\n\n\n\n
The question is whether all such work situations are amenable for coaching - whether you are the manager of the coachee or an external coach. If you follow the \u201ctheory\u201d (that is Whitmore), a coaching style can become the default management style of the entire organization for all occasions.<\/p>\n\n\n\n
In other words, all manager-reportee interactions can naturally follow the coaching style \u2013 the manager following the sequence of helping his reportee to identify the goal he is seeking to achieve, assess the current state of affairs, consider the available options to achieve the goal and making the commitment-making to make it happen.<\/p>\n\n\n\n
That is all very well, but what if you are a commando fighting a guerrilla war in a jungle and see a metal tube from the foliage pointing at you. Your commander (\u201cmanager\u201d) is not going to coach you through the situation, is he?<\/p>\n\n\n\n
There are also other equivalent (but less extreme) situations at work when time is of essence and all that the coachee needs is information or simple direction (like for example, how to balance staff loading in a project schedule).<\/p>\n\n\n\n
So, my interpretation of theory is that there is better pay-off of coaching in some situations than others. However, there are many, many work situations wherein the quality of work<\/b> or results<\/b> is very important, the learning<\/b> for the coachee very important and it is not an emergency<\/b>. Coaching is very relevant in those cases.<\/p>\n\n\n\n
Circle #2: Are people always receptive to coaching?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The next circle of influence is relating to how receptive people are to coaching even if their work situation was amenable for it.<\/p>\n\n\n\n
Are they motivated enough to become more aware<\/b> and take responsibility<\/b> by themselves and not just because their employer has enrolled them in a training & coaching program?<\/p>\n\n\n\n
Maslow\u2019s theory is that motivation is linked to the stage an individual is at in a hierarchy of needs (see diagram below from Whitmore\u2019s Coaching for Performance). Note that Whitmore has split Maslow\u2019s Esteem stage into two \u2013 Esteem from others and Self-esteem.<\/p>\n\n\n\n
At the stage of Esteem from others, one is looking \u201cexternal\u201d recognition and prestige as motivators. At the stage of Self-esteem, external motivators tend to become less important. More important is the need to make a difference and being empowered to do so enhancing self-esteem. This self-esteem stage is where coaching makes the biggest impact for personal growth.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
Source: Coaching for Performance by John Whitmore<\/i><\/p>\n\n\n\n
There are a few more \u201ccircles\u201d to cover which we will in Part II of the article.<\/p>\n\n\n\n
Till then...<\/p>\n","post_title":"Journey of a coach - theory & practice (Part I)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-i","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:34","post_modified_gmt":"2024-01-29 10:55:34","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1521,"post_author":"26","post_date":"2014-10-30 10:57:02","post_date_gmt":"2014-10-30 05:27:02","post_content":"\n
$\"Network_whenhow2\"$ <\/a><\/figure>\n\n\n\n
One is never without a network and if you are reading this - it may be more to know how to grow it and\/or to overcome obstacles, often due to one's level comfort with so called \"networking\".<\/p>\n\n\n\n
If you look at how you:<\/p>\n\n\n\n
\n
got the opportunity to work in your current position<\/li>\n\n\n\n
got into your college\/school<\/li>\n\n\n\n
got your house on rent or bought your apartment<\/li>\n<\/ul>\n\n\n\n
you will see that a network - formal, informal or virtual (internet based) was at play.<\/p>\n\n\n\n
I will focus on growing your professional network and a few simple steps for it and not delve into specifics of social media, as all of you would be familiar with it.<\/p>\n\n\n\n
First, start with your existing network - which will be your current and past colleagues, your college and school alumni, friends and family. See that you stay in touch with them, by meeting them up or electronically, if you are not in touch start right away. Sending greetings for important occasions, festivals and events is a good way to start. Make it a point to call a few of them over the commute\/ weekends and work on the complete list slowly and steadily, start at top the list again once you complete it.<\/p>\n\n\n\n
What if you need to ask for a reference or a favor from a person with whom you are not in regular touch. The best way to is to be honest, there is no point in coming up with a phony reason to get in touch with them and ask for what you want. Your honesty will be appreciated, after that do thank them and make an effort to stay in touch with them. See that your nurture this set of contacts where you have already made a start.<\/p>\n\n\n\n
Once, when I was looking out for a job using my network, I made it a point to call and thank all those who forwarded my resume to their contacts and I sent a book as a gift to thank all those contacts whose help took me to the interview stage. I did it without any motive and what amazed me was the warmth from these contacts in all my future interactions.<\/p>\n\n\n\n
Second area to focus on are the professional events - there will be events where your technical or managerial domain will be the focus. You may be sponsored\/encouraged by your organizations to attend them, do not let is pass citing an excuse of being busy. Do make time to attend a few of them. If you find that you do not have this opportunity then see that you find such events and enroll yourself.<\/p>\n\n\n\n
In my experience these events certainly help you make a few contacts, you will always find a few persons whom you will find interesting and knowledgeable and connect effortlessly. The key is to nurture this - see that you follow-up with a mail and\/or a call.<\/p>\n\n\n\n
If you are the type who feels inhibited to make an opening, then do not worry. I was advised by one of my mentors to just listen and not worry about talking and enjoy being there. If you listen and observe intently you will find yourself talking soon. Your focus on the interactions and not on your perceived ability, does the trick. Try it a couple of times and see for yourself.<\/p>\n\n\n\n
Lastly, for anything to succeed one has to have the desire, then comes the effort and discipline for achieving it. A small progress or a step with positive result, is the best encouragement for you to strive towards your goals. Do ponder on your actions and results to stay focused on continuing to do this.<\/p>\n\n\n\n
One related question I hear from many of my coachees is \"visibility\" within the organization. More on that in a later post.<\/p>\n","post_title":"Networking - when and how to begin?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"networking-when-and-how-to-begin","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:58","post_modified_gmt":"2024-01-29 14:50:58","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1521","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1517,"post_author":"30","post_date":"2014-10-29 09:30:26","post_date_gmt":"2014-10-29 04:00:26","post_content":"\n
$\"sell-it\"$ <\/a><\/figure>\n\n\n\n
As a child, I used to come up with various ideas for almost anything, and ask for Rs. 1000\/- per idea. Being a child, nobody would want to pay money, that too a thousand Rupees \u2013 but, I would get something else as an appreciation for my efforts. A toffee, a cone ice cream etc.<\/p>\n\n\n\n
Further on, when I used to be active in small groups, selling was more of ideas and to get the team to converge on something, that the group can take as an action.<\/p>\n\n\n\n
As a team leader, I needed to sell the vision of the project to the team, to get everybody\u2019s buy in.<\/p>\n\n\n\n
More recently, I have been in contact with many aspiring and active entrepreneurs. Selling is something that they do with every breath.<\/p>\n\n\n\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

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\n
Bell Curve<\/strong><\/p>\n\n\n\n
The Bell Curve proponents would typically cite the likes of Jack F Welch in their favour. The argument being that there has to be some one in the (say) bottom 5% who need to be regularly weeded out. This way the organization retains only those who can live up to the pressure of staying in the race. Then by the same logic (say) only the top 10% have to be rated outstanding in the relative sweepstakes. This way the organization truly recognizes the top of the pile who make a larger difference. This will ensure that everyone wants to race to the top\u2026 After all does anyone remember the participants in the Olympics sprint \u2013 only the winner is recognized, even if the victory was in a photo-finish, isn\u2019t it. So this model does sound good and seems to promote performance, isn\u2019t it or does it?<\/p>\n\n\n\n
So, if (say) only the top 10% are going to make it big, will there co-operation among the top 20% \u2013 30%? Would you rather see your peer fail, and you make it to the top, than the organization succeed? Everyone is now running their own race. If the bottom 5% are going to be weeded, will the bottom 15% feel this as a place to stay or start increasing the churn more than you want? Will they all be looking at contributing to the project on hand or be worried about their future? Will this further impede their contribution to the project?<\/p>\n\n\n\n
Absolute Performance<\/strong><\/p>\n\n\n\n
The absolute performance proponents would state that the goal setting exercise sets the expectation. So when it comes to measuring if you have performed better than the goals (how many ever in the team), everyone then deserves to be ranked an out performer. If you have missed the goals by a pre-set margin, only then you are an underperformer. Well all through our school days it was clear what would give a distinction or what would cause me to fail the exams isn\u2019t it. This would be reinforced by the fact that in a team model \u2013 the team is not in a race amongst themselves, so everyone will be willing to help thy buddy to succeed as well, thus reinforcing the team first principle. If someone still underperforms, then it\u2019s appropriate to let go. After all everyone feels happy when everyone around them is happily rated. So this model sounds good too to promote team performance, is it or is it not?<\/p>\n\n\n\n
So, if a whole range of them outperform the targets \u2013 what does it mean? Was the manager setting the target too low? Or would we land up in the situation where even a 99.5% does not guarantee you an admission in St. Stephens College, Delhi? Would everyone really be happy if the majority are declared to be outperforming (will the share of the cream in the cake be sufficient for all of them)? Would we start sympathizing and enabling the dead wood in the organization to some how cross the minimum threshold? Will we eventually land up with mediocrity?<\/p>\n\n\n\n
How do you choose the system?<\/strong><\/p>\n\n\n\n
I am sure all these thoughts and many more go through the minds of the managers, the HR folks, the team, the organization leaders when they set up and run the systems. After all both systems have their own merits and have their own draw backs.<\/p>\n\n\n\n
I don\u2019t believe the systems per se are the issue. I believe it\u2019s the implementation that\u2019s an issue. Additionally an organization, should be keeping the system aligned with the expected behaviour from its employees. How much does team performance matter? How much does individual performance matter? Or can the organization go beyond this?<\/p>\n\n\n\n
What are the real issues ?<\/strong><\/p>\n\n\n\n
So where do the real issues come in then, with appraisals?<\/p>\n\n\n\n
First, I have seen that when I as a manager have not been giving regular feedback through the year, and helping with the development plan of my team member, I run into a problem at the end of the year. The appraisals look more like reprisals to the employee \u2013 because if they had appropriate feedback, they could have taken necessary pro-active steps to ensure their success and eventually the organization success.<\/p>\n\n\n\n
Next, when the stated organizational position is absolute performance, but then an organization thru unwritten action pushes the manager to necessarily fit a bell curve \u2013 it creates invisible chaos. I have noticed many a manager then succumbs to the pressure, because after all his\/ her own rating would be at stake if the unwritten expectation is not acted upon. Later when briefing the team there\u2019s a disconnect when the team member questions the ranking. The manager cannot explicitly state he did not stick to the organization philosophy and neither state he succumbed to the chain of command\u2019s unwritten message.<\/p>\n\n\n\n
Or when in an absolute performance system, there\u2019s an initial euphoria \u2013 with everyone knowing that they probably bettered the stated expectation. However if the organization has not outperformed \u2013 the limited goodies that come along now get split more evenly with more people. So does it now lead employees to believe that the good grading is a placebo. Should the organization have been more diligent in the level of the target being set early on in the game? Will it now start making the team not worry about the grading and encourage mediocrity?<\/p>\n\n\n\n
In addition to all these, not every thing we do is easily measurable, much less comparable. So the objectivity of the manager is already subject to his\/ her pre-existing perspective. So, can the manager ensure that it does not cloud the appraisal process?<\/p>\n\n\n\n
In Conclusion<\/strong><\/p>\n\n\n\n
In conclusion, I would say that if the true strategy of the organization and its execution is aligned and well stated, it will make any system work reasonably well. Or not doing that every system will create only a set of issues.<\/p>\n\n\n\n
Personally, I would like to see a system where the organization decentralizes this decision at the level at which people can make the decisions on allocation of budgets, career moves, promotions, hiring and firing \u2013 which in many ways are the outcome of this process. The closer you bring this to the place of action, the better aligned it will be to the needs of the team. The process of allocation from the corporate to these groups itself, should also be made clear up-front. That to me is true empowerment. That to me will show the ability of the corporate to create a self-managing organization.<\/p>\n\n\n\n
What\u2019s your thought? Do you think these systems can be fairly built or is it a mirage? If yes, how do you do it? If you think it\u2019s a mirage, then how do you lead in today\u2019s knowledge industry?<\/p>\n\n\n\n
<\/p>\n","post_title":"Performance Appraisal : Bell Curve or Absolute Performance - What's good?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"performance-appraisal-bell-curve-or-absolute-performancewhats-good","to_ping":"","pinged":"","post_modified":"2024-09-23 20:14:40","post_modified_gmt":"2024-09-23 14:44:40","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3391","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3510,"post_author":"26","post_date":"2015-06-12 13:52:40","post_date_gmt":"2015-06-12 08:22:40","post_content":"\n
$\"Cryptic$ <\/a>
Cryptic daily stand up<\/figcaption><\/figure>\n\n\n\n
The Daily Scrum is one ceremony that the teams following Scrum adopt quickly. There are some hiccups initially, which are sorted out, often with inputs from the coach\/guide. The ceremony is on time and at fixed time, occurs even if Scrum Master is not present, team members unable to attend do call in or provide an email update. Good going!<\/p>\n\n\n\n
Now slowly things change and either the updates become cryptic or verbose. After observing many teams go through this, what comes to my mind is a famous rhetorical question on delays in projects:<\/p>\n\n\n\n
Q: How does a project get delayed by a month?<\/em><\/p>\n\n\n\n
A: One day at a time.<\/em><\/p>\n\n\n\n
Now why am I quoting this here? Because something similar happens. The updates go towards cryptic or verbose as one person goes in that direction and that is not observed\/ corrected. The Scrum Master has a key role in ensuring that the scrum process is followed, he has to be alert to this.<\/p>\n\n\n\n
Here is a typical scenario:<\/p>\n\n\n\n
Mohan is working on a task TKS-210 and has had a bit of a struggle with it. His update in the daily scrum is:<\/p>\n\n\n\n
I was working on TKSK-210, will continue, no impediments. (Sigh.)<\/p>\n\n\n\n
This is accepted, i.e., no one asks any questions, maybe the team members understand the status.<\/p>\n\n\n\n
The next day update too is similar. Now it is likely that couple more team members shift to this style of update. There is an innate, unconscious tendency in humans to mimic, imitate or follow other people, which surfaces time to time. Very soon all updates become similar.<\/p>\n\n\n\n
The ideal update would include some information on -
How much work is done?
When the work is expected to complete?
If completing soon, the team member will certainly state what task he is planning to pick up next.<\/p>\n\n\n\n
Is it quite possible that the thinking on \u201cwhat next\u201d will not happen in the minds, and that is not good. There is a possibility that \u201cI will continue...\u201d kind of update will result in the person continue on task and not take up another, even if it were possible, as words said aloud influence thoughts\/thinking.<\/p>\n\n\n\n
So the Scrum Master and the team has to be alert to how the updates are provided. They can always ask questions to elicit relevant information.<\/p>\n\n\n\n
One practice that will help - is the updating of remaining hours on the task. This if done regularly, will surface in the Daily Scrum and result in update being more specific. If the remaining hours on a task is a fraction of the day, it prompts the team member to the \u201cwhat next\u201d thinking, and share the same.<\/p>\n\n\n\n
Do you have any similar experiences? Would like to hear them as well as your views.<\/p>\n","post_title":"Keeping Daily Scrum focused...","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"keeping-daily-scrum-focused","to_ping":"","pinged":"","post_modified":"2024-01-29 14:49:32","post_modified_gmt":"2024-01-29 14:49:32","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3510","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3343,"post_author":"26","post_date":"2015-05-15 09:38:10","post_date_gmt":"2015-05-15 04:08:10","post_content":"\n
As a coach, a recurring situation one faces, towards the end of the first sprint after the coaching has started, is the push and shove to the retrospective. After seemingly making the team understand that two key aspect of Agile Scrum are to surface the problems at the earliest<\/strong> and avoiding any kind of waste<\/strong>. I naively expected that the team will be eager to do the retrospective, but wiser now.<\/p>\n\n\n\n
$\"lookingback\"$ <\/figure>\n\n\n\n
<\/p>\n\n\n\n
The team will be scrambling to wrap up the work and close all stories to meet the sprint commitment made, the sprint will be kept open till the the very end and at times a few hours into the next sprint. The Sprint Planning for next sprint has to start, the Sprint Review needs to happen for stories to be closed, where is the time for retrospective? Can it be done next time?<\/p>\n\n\n\n
At times they combine Retrospective and Sprint Planning, which results in speeding through the retrospective and getting quickly into the planning. Add to this the different locations and time zones of the PO and Scrum Team. The retrospective at times is scheduled after Sprint Planning, which is anyway better than not having it at all.<\/p>\n\n\n\n
So here is how it goes, the three questions are asked, inputs collated and a mail sent to all stakeholders and the collated inputs made available in a common area. Very less focus on listening to each other and trying to resolve issues.<\/p>\n\n\n\n
The way I deal with this is that I share with the Scrum Master and team on how an ideal Retrospective should proceed and leave it to them to get close to it:
- Use post-its to capture what went well, stick on board, have one of team read all of it. Clarify any point that is not clear,
- Same for what did not go well,
- Same for what they would start to do,
- At this juncture prioritize the start to do\/action items and brainstorm, starting from top till the time runs out.<\/p>\n\n\n\n
This has worked well, teams typically identify one to three items and come up with reasonable details for implementing them. If required I remind them of these mid sprint, some steps are taken and progress made, this helps in them getting into the habit of doing retrospectives regularly.<\/p>\n\n\n\n
One more point to note is that a problem that seems \u201ca way of life\u201d, at end of first sprint may get some solutions, in the subsequent sprint. My reading of this is that the problem when noted first is annoying and frustrating, team is mentally tired to work on it. But when the same problem surfaces again, they are able to come up with a solution, as the frustration is vented in past.<\/p>\n\n\n\n
Let me share one example. This is to do with a scarce DBA resource causing stories to be re-opened due to delayed inputs\/review. At the end of first sprint they made note of this issue and came out strongly on \u201cthis how it is going to be\u201d, \u201cwe have escalated enough already in past\u201d. The issue surfaced again in next sprint, as it was discussed before, the emotions were in check. One of team suggested that we use the grooming pattern, i.e., plan\/do in advance. They figured out a way to deal with it.<\/p>\n\n\n\n
Another oft repeating issue is the frustration of not being able to close a story, because just the show and tell (demo) could not happen, or a build and test in correct environment was not completed due to big queue in CM. The team argues for closing the story, they feel that they are loosing story points for no fault of theirs. Here as a coach, one has to reinforce the concept of \u201cDone\u201d and revisit the concept of \u201cVelocity\u201d.<\/p>\n","post_title":"Initial coaching interventions for Retrospectives","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"initial-coaching-interventions-for-retrospectives","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:04","post_modified_gmt":"2024-01-29 14:50:04","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3343","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3339,"post_author":"26","post_date":"2015-04-11 09:33:55","post_date_gmt":"2015-04-11 04:03:55","post_content":"\n
Teams new to Scrum have a product backlog. The backlog will be groomed to some degree, typically have clarity for up to one to two sprints. The priority will be clear, with fair amount of detail on the requirements. The estimates may be present, it could be story points or a masked form of an effort estimate.<\/p>\n\n\n\n
The Product Owner (PO), who is not co-located in most of the teams will participate in Sprint Planning and along with the Scrum Master and team pick a set of stories to be done in the Sprint. After this the team jumps into doing the work. Detailed Sprint Planning is given a miss as PO will not be available for the entire duration and the team reluctant to do task based estimate for variety of reasons, if they do it is done by a few senior members of the team.<\/p>\n\n\n\n
This is where the first intervention from coach is needed, coax them to do detailed planning i.e., break down the stories into tasks and corresponding effort estimates. Insist that the entire team be involved and ensure that they balance the work they are taking up with the capacity the team has. Here is where they get to see one of the characteristics of Scrum \u2013 uncovering the problems at the earliest, and as a coach one should ensure that they become aware of it.<\/p>\n\n\n\n
$\"Sprint_Plan_1\"$ <\/figure>\n\n\n\n
Few things they discover:
- there may not be enough Analysis\/Dev\/DBA\/QA capacity in the team
- some of the team may not be fully utilized
- as they break down stories to tasks they realize that some stories cannot be completed, due to external dependencies, that is unlikely to be fulfilled.
- they may require more information from the PO.
- lastly the entire team gains an understanding what is planned to be accomplished.<\/p>\n\n\n\n
And it is interesting to see how they work around this:
- make use of team members not fully utilized to accomplish some of the tasks.
- the above at times involves redistributing the work, so that team members volunteering outside their domain, can take up relatively simpler tasks.
- go back to PO\/stakeholders and try to get the dependencies resolved or pick another story, this one requires a push from coach.
- get clarity on requirements from PO, this has to happen the next day.
- re-adjust the sprint backlog taking the above into account.<\/p>\n\n\n\n
$\"Sprint_Plan_2\"$ <\/figure>\n\n\n\n
At times guidelines are adhered to, planning sessions is time-boxed, they assume that all planning needs to happen in one sitting. Here is where, as a coach, one has to make them see the \"why\" behind a particular step, \"what\" outcome is desired? The outcome of having a proper Sprint Plan is more important than accomplishing it a single time-boxed session.<\/p>\n\n\n\n
As they complete this they realize that in past sprints, they grappled with these issues, towards the end of the sprint. Now they have ample time to cope with it \u2013 the benefit of Scrum uncovering problems earlier is leveraged.<\/p>\n\n\n\n
There is reluctance to do task effort estimates. In the traditional planning task estimates are done for entire project even with some requirements not being clear. This would have resulted in lot of waste, this coupled with notion that agile means no planning is the major cause of the reluctance. As a coach, one needs to highlight that there is better clarity on requirements and it is being done for just a sprint, so there is no waste. The reluctance is also due to lack of understanding of the difference between story point, size and effort estimates, this needs to be addressed.<\/p>\n\n\n\n
At this juncture the team is ready to make and take on the commitment with higher confidence. You can see the related blog on retrospectives.<\/p>\n","post_title":"Initial coaching interventions for Sprint Planning","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"initial-coaching-interventions-for-sprint-planning","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:24","post_modified_gmt":"2024-01-29 14:50:24","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3339","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1519,"post_author":"33","post_date":"2014-11-09 12:15:54","post_date_gmt":"2014-11-09 06:45:54","post_content":"\n
$\"\"\/$ <\/figure>\n\n\n\n
  <\/p>\n\n\n\n
Leaders have only two jobs:<\/p>\n\n\n\n
1) Getting work done<\/p>\n\n\n\n
2) Growing the people<\/p>\n\n\n\n
Coaching as a leadership\/management style achieves both.<\/p>\n\n\n\n
With Command & Control approach, managers may get the work done in the short term, by force. But that might have negative impacts on the team in terms of :<\/p>\n\n\n\n
- Lack of ownership<\/p>\n\n\n\n
- Low motivation<\/p>\n\n\n\n
- Poor quality output<\/p>\n\n\n\n
- Low productivity<\/p>\n\n\n\n
- Missed schedules etc.<\/p>\n\n\n\n
Command & Control might also impact development of team members negatively. Teams might wait for manager to give instruction. They might hesitate to take initiative as it might get overruled by the manager. They might stop thinking new & innovative ideas as the manager will always tell them what to do.<\/p>\n\n\n\n
On the other hand, with Coaching as the leadership style, managers will empower the team members to come out with new ideas, solutions and encourage them to implement them. They will help the team members to discover their strengths by asking questions & challenging them. This builds motivation and ownership in the team members.<\/p>\n\n\n\n
Having said that, there are situations where Managers need to use command & control approaches. For example, in a fire fighting situation where extremely quick response in needed. There will be a need for different approaches for different team members \u2013 someone may need more directive input & constant oversight and someone may need a lot of freedom.<\/p>\n\n\n\n
A good leader is one who has high self awareness, self-regulation, self-motivation and empathy through which he\/she can sense and respond differently, in a conscious way, to different situations & different people.<\/p>\n\n\n\n
However, to be a good Leader, coaching way of management style should be the most natural approach and command & control should be the exception.<\/p>\n","post_title":"Coaching vs Command & Control style of Management","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"coaching-vs-command-control-style-of-management","to_ping":"","pinged":"","post_modified":"2024-01-29 15:34:20","post_modified_gmt":"2024-01-29 15:34:20","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1519","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1456,"post_author":"31","post_date":"2014-11-09 12:15:37","post_date_gmt":"2014-11-09 06:45:37","post_content":"\n
In an earlier article \u201cJourney of a coach \u2013 theory & practice (Part I)<\/a>, we introduced the \u201ccircles of influence\u201d which form the context (see diagram below) for coaching process.<\/p>\n\n\n\n
$\"image\"$ <\/a> The circles in the diagram above have a significant bearing on coaching effectiveness and need to be addressed by the coach using the theory of coaching (such as Whitmore\u2019s book on \u201cCoaching for Performance\u201d). In the case of some circles, the theory may \u201cend\u201d at some point and the coach will have \u201cinterpret\u201d and \u201cextend\u201d it for the specific coachee situation at hand.<\/p>\n\n\n\n
We covered the following in Part I of this article:<\/p>\n\n\n\n
\u00b7 Circle #1: Are all situations \u201ccoaching situations\u201d?<\/p>\n\n\n\n
\u00b7 Circle #2: Are people always receptive to coaching?<\/p>\n\n\n\n
In this Part II, we will cover the two remaining circles.<\/p>\n\n\n\n
Circle #3: Are coaches sometimes helpless?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
Circle #3 above regarding \u201cbeliefs, perceptions and personal circumstances\u201d can actually be quite a hard shell hindering coaching progress. But it is often an invisible hard shell because people will share only so much of their innermost beliefs and personal circumstances even though they are impacting their work performance. Coaches make chance discoveries of this shell in the Reality check part (that is, the current state of affairs that needs to improve to meet the Goal) of the Goal-Reality-Options-Will (GROW) model of Whitmore. Here are examples:<\/p>\n\n\n\n
\u00b7 A coachee once candidly admitted that he was himself the reason for his declining performance at work. The reason was that his family was going through his sister\u2019s painful divorce in the US and her life coming back to India. He just could not go about work as usual<\/p>\n\n\n\n
\u00b7 A second coachee had a lot of issues with his manager. He felt that the manager\u2019s lack of domain knowledge resulted in his not realizing & recognizing the value of the coachee\u2019s work. In addition, the coachee seemed to indicate that lack of recognition of his work had to do with his belonging to a minority religious community in India<\/p>\n\n\n\n
\u00b7 Yet another coachee told my colleague (also a Performance Coach) that her problems arose because her boss was an inveterate woman-hater<\/p>\n\n\n\n
These are situations of tight-rope walking for a performance coach! In situations of personal crisis, the coach may only help by sympathetic and patient listening. This may help the coachee more than one would think \u2013 just getting the problem \u201coff his chest\u201d often helps and relieves stress. Being less stressed, he may be able to come to grips with his personal predicament and deal with it better. However, coachee\u2019s entrenched beliefs on, say, religion and gender can be very challenging for the coach to deal with. Some deep-rooted beliefs may indicate pathology needing help from a trained therapist \u2013 far beyond the scope of performance coaching and the ability of the coach.<\/p>\n\n\n\n
Circle #4: Is the coachee\u2019s work environment conducive?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The last circle of influence is the coachee\u2019s work. Sometimes, people have told me that they are \u201cstuck\u201d in positions \u2013 say, \u201croutine\u201d software bug fixing and maintenance where there is really no scope for \u201clearning, enjoyment and fulfillment\u201d (you may like to read My Team is not motivated!!!<\/a> by my colleague Prasanna Moses on this). Most of us would agree that there is far less drudgery at work in today\u2019s knowledge-centric world than even just 30 years ago. We would also agree that there is no such thing as 100% \u201csexy\u201d work (unless of course, you are doing breakthrough work of your calling \u2013 say, in quantum computing). So, when coachees complain about their current work\/role and the lack of sexiness thereof, I ask them questions about what makes it boring, what they can do about it and so on \u2013 hopefully making them better aware of interesting possibilities in what they were doing. In some cases, people have hinted to me that they are considering quitting their \u201cboring\u201d job and looking for a reaction. Under such circumstances, to be fair to the coachee and to the coachee\u2019s employer (who is paying my fees!), I would say the best option is to ask the coachee questions exploring his rationale for leaving (without being judgmental on whether it is right or wrong) \u2013 like what does he think leaving the job will achieve, how will it get him closer to his goals, how is he sure that the same problems would not repeat themselves in the new organization and so on. The ultimate decision should be the coachee\u2019s based on introspection triggered by your questions. He may still choose to quit \u2013 but that is another matter! As far as you are concerned as a coach, you have played it fair & square. It is not unthinkable that you as the coach may actually agree with his rationale for seeking another job!<\/p>\n\n\n\n
A related aspect is also the organizational environment in which the coachee works \u2013 over & above his immediate work\/role discussed above. In sports coaching, the strong individual motivation is a given and the coachee has a great deal of control over what he can and cannot do to enhance his performance. The circumstances for software project managers are different. Their GROW model is in the context of an organization with its culture, policies, processes and so on. As a coach, I have encountered some real challenges here \u2013 the Project Manager may be aspiring to do something of value in his project but his line management and work environment may not be supportive. Some organizational policies can be insensitive to people and even draconian. In one software development organization, if project team members logged in less than 40 hours per week of approved work, there would be automatic cuts in their pay while the significant additional work needed at other times went scarcely noticed! How can one be expected to learn and enjoy their work in such an environment? In such cases, we do bring it up with the line management for addressing them and offer our help as well. To be honest, it worked sometimes and it did not in as many cases.<\/p>\n\n\n\n
In summary, as a practicing coach, you are bound to run into situations like the ones above which make you stop and ponder as to what extent theory can lead practice! You may need to introspect and think of newer ways of extending \u201ctheory\u201d or just use good old common sense and move on! At PM Power, we have the coaches\u2019 conclave where these situations are discussed to see how best to help the coachee considering all the circles of influence. It has significantly helped our coaches in specific situations and in honing their coaching skills in general.<\/p>\n\n\n\n
We invite you to share your coaching experiences (as a coach or a coachee) and we would be happy to share our perspectives which may be of help. You may reach us at info@pm-powerconsulting.com.<\/p>\n","post_title":"Journey of a coach - theory & practice (Part II)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-ii","to_ping":"","pinged":"","post_modified":"2024-01-29 10:54:32","post_modified_gmt":"2024-01-29 10:54:32","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1456","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1514,"post_author":"31","post_date":"2014-11-02 12:24:22","post_date_gmt":"2014-11-02 06:54:22","post_content":"\n
A speaker finishes a great speech \u2013 at least, HE thinks it is great! He then asks, \u201cAny questions?\u201d What does he expect? If I were him, I would expect the audience to demonstrate a level of understanding of what the speech was all about and ask meaningful questions - clarifying the ground covered and even extending from there.<\/p>\n\n\n\n
These are situations where one actually wants to be questioned to get a sense a satisfaction that the effort (the speech, in this case) has been worthwhile. But there are other situations where being questioned has a very negative connotation. It implies questioning the ability of the person being questioned or the work that he has done.<\/p>\n\n\n\n
The important thing is that the intent of questioning should be to seek understanding rather than putting down someone. Hence, even the tone of questioning is very important. Consider the difference between, \u201cWhy did you do THAT?\u201d and \u201cWhat are your reasons for doing THAT?\u201d<\/p>\n\n\n\n
The tone of the former question is judgmental while the same question asked differently demonstrates an openness and a neutral tone. The tone is important because it can either put people off & make them defensive or it can make them relaxed and explain their rationale for an idea or a course of action.<\/p>\n\n\n\n
From the above, it follows that there is a big difference between \u201cquestioning\u201d and \u201casking questions\u201d.<\/p>\n\n\n\n
$\"image\"$ <\/figure>\n\n\n\n
In the work context, a manager who adopts an approach of \u201casking questions\u201d enables an environment where his reportees apply their mind to the situation at hand and exercise their best judgment on the right course of action.<\/p>\n\n\n\n
The manager can use questions to expand the reportee\u2019s thinking and make him aware of aspects he may not have thought of (instead of just instructing him what to do).<\/p>\n\n\n\n
Hence asking questions contributes to the reportee\u2019s overall development and ability to deal with situations with minimal oversight. Equally important, it enables greater responsibility on the part of the reportee so that the implementation aspects of his suggestions are fully owned by him.<\/p>\n\n\n\n
Through this, the manager\u2019s time is also freed up from routine oversight functions to take up important but not urgent tasks.<\/p>\n\n\n\n
In a highly dynamic world, the approach of \u201casking questions\u201d is not just \u201ca nice to have\u201d but an imperative to empower people and ensure that the organization as a whole responds fast to changes in the environment.<\/p>\n\n\n\n
\u201cAsking questions\u201d is an essential part of the tool set of a coach who may be the line manager himself. You consciously adopt the approach for improving the \u201cawareness\u201d of the coachee and therefore, open his mind to his perceptions & other possibilities and take \u201cresponsibility\u201d for the options for actions that he chooses.<\/p>\n\n\n\n
Finally, adopting the approach of \u201casking questions\u201d needs a complementing skill which is ACTIVE listening. A coach cannot sustain a session of asking questions without actually listening well, understanding and re-phrasing of what the coachee says.<\/p>\n\n\n\n
As with most things in life, practice makes perfect \u2013 it takes time and experience to hone the approach of asking questions and the skill of active listening. But they can indeed be developed for individual and organizational benefit. The time to start is NOW!<\/p>\n","post_title":"Questioning and Asking Questions - what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"questioning-and-asking-questions-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:02","post_modified_gmt":"2024-01-29 10:55:02","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1514","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1448,"post_author":"31","post_date":"2014-11-02 06:59:09","post_date_gmt":"2014-11-02 01:29:09","post_content":"\n
This article is part of the series on \u201cJourney of a coach\u201d covering my experiences as a performance coach. You may have the read an earlier article in the series on \u201cJourney of a coach \u2013 the beginning\u201d<\/a>. The journey continues here...<\/p>\n\n\n\n
Yogi Berra, New York Yankees baseball player (arguably the best catcher of all time) said, \u201cIn theory, there is no difference between theory & practice. But in practice, there is!\u201d So, this article is about the theory & practice of coaching for performance \u2013 not baseball players but people managing software projects.<\/p>\n\n\n\n
In my context, the \u201ctheory\u201d was mostly \u201cCoaching for Performance\u201d by John Whitmore (by the way, there is another article of mine on Whitmore<\/a> if you are interested). The \u201cpractice\u201d was, of course, my actual experiences over the years.<\/p>\n\n\n\n
A caveat \u2013 I am not here to debunk theory and hail practice - as a cardiac surgeon might! I have a great deal of respect for Whitmore\u2019s book on Coaching for Performance. The book provided a solid reference and a practical guide for my work as a coach all these years.<\/p>\n\n\n\n
However, I do have my own \u201cinterpretations\u201d and \u201cextensions\u201d of the theory in actual practice which I wish to share. I will use the diagram below which shows the context for coaching.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
You can see the \u201ccircles of influence\u201d around the coachee which would have a bearing on coaching and its effectiveness. We will cover each of these circles with examples. Note that the coach\u2019s experience, beliefs and perceptions are also significant in the context in addition to his skills for coaching.<\/p>\n\n\n\n
Circle #1: Are all situations \u201ccoaching situations\u201d?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The first circle of influence is the coaching situation faced by the coachee at work. For example, it could be that he is recently promoted and finds gaining acceptance in his team a challenge.<\/p>\n\n\n\n
The question is whether all such work situations are amenable for coaching - whether you are the manager of the coachee or an external coach. If you follow the \u201ctheory\u201d (that is Whitmore), a coaching style can become the default management style of the entire organization for all occasions.<\/p>\n\n\n\n
In other words, all manager-reportee interactions can naturally follow the coaching style \u2013 the manager following the sequence of helping his reportee to identify the goal he is seeking to achieve, assess the current state of affairs, consider the available options to achieve the goal and making the commitment-making to make it happen.<\/p>\n\n\n\n
That is all very well, but what if you are a commando fighting a guerrilla war in a jungle and see a metal tube from the foliage pointing at you. Your commander (\u201cmanager\u201d) is not going to coach you through the situation, is he?<\/p>\n\n\n\n
There are also other equivalent (but less extreme) situations at work when time is of essence and all that the coachee needs is information or simple direction (like for example, how to balance staff loading in a project schedule).<\/p>\n\n\n\n
So, my interpretation of theory is that there is better pay-off of coaching in some situations than others. However, there are many, many work situations wherein the quality of work<\/b> or results<\/b> is very important, the learning<\/b> for the coachee very important and it is not an emergency<\/b>. Coaching is very relevant in those cases.<\/p>\n\n\n\n
Circle #2: Are people always receptive to coaching?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The next circle of influence is relating to how receptive people are to coaching even if their work situation was amenable for it.<\/p>\n\n\n\n
Are they motivated enough to become more aware<\/b> and take responsibility<\/b> by themselves and not just because their employer has enrolled them in a training & coaching program?<\/p>\n\n\n\n
Maslow\u2019s theory is that motivation is linked to the stage an individual is at in a hierarchy of needs (see diagram below from Whitmore\u2019s Coaching for Performance). Note that Whitmore has split Maslow\u2019s Esteem stage into two \u2013 Esteem from others and Self-esteem.<\/p>\n\n\n\n
At the stage of Esteem from others, one is looking \u201cexternal\u201d recognition and prestige as motivators. At the stage of Self-esteem, external motivators tend to become less important. More important is the need to make a difference and being empowered to do so enhancing self-esteem. This self-esteem stage is where coaching makes the biggest impact for personal growth.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
Source: Coaching for Performance by John Whitmore<\/i><\/p>\n\n\n\n
There are a few more \u201ccircles\u201d to cover which we will in Part II of the article.<\/p>\n\n\n\n
Till then...<\/p>\n","post_title":"Journey of a coach - theory & practice (Part I)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-i","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:34","post_modified_gmt":"2024-01-29 10:55:34","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1521,"post_author":"26","post_date":"2014-10-30 10:57:02","post_date_gmt":"2014-10-30 05:27:02","post_content":"\n
$\"Network_whenhow2\"$ <\/a><\/figure>\n\n\n\n
One is never without a network and if you are reading this - it may be more to know how to grow it and\/or to overcome obstacles, often due to one's level comfort with so called \"networking\".<\/p>\n\n\n\n
If you look at how you:<\/p>\n\n\n\n
\n
got the opportunity to work in your current position<\/li>\n\n\n\n
got into your college\/school<\/li>\n\n\n\n
got your house on rent or bought your apartment<\/li>\n<\/ul>\n\n\n\n
you will see that a network - formal, informal or virtual (internet based) was at play.<\/p>\n\n\n\n
I will focus on growing your professional network and a few simple steps for it and not delve into specifics of social media, as all of you would be familiar with it.<\/p>\n\n\n\n
First, start with your existing network - which will be your current and past colleagues, your college and school alumni, friends and family. See that you stay in touch with them, by meeting them up or electronically, if you are not in touch start right away. Sending greetings for important occasions, festivals and events is a good way to start. Make it a point to call a few of them over the commute\/ weekends and work on the complete list slowly and steadily, start at top the list again once you complete it.<\/p>\n\n\n\n
What if you need to ask for a reference or a favor from a person with whom you are not in regular touch. The best way to is to be honest, there is no point in coming up with a phony reason to get in touch with them and ask for what you want. Your honesty will be appreciated, after that do thank them and make an effort to stay in touch with them. See that your nurture this set of contacts where you have already made a start.<\/p>\n\n\n\n
Once, when I was looking out for a job using my network, I made it a point to call and thank all those who forwarded my resume to their contacts and I sent a book as a gift to thank all those contacts whose help took me to the interview stage. I did it without any motive and what amazed me was the warmth from these contacts in all my future interactions.<\/p>\n\n\n\n
Second area to focus on are the professional events - there will be events where your technical or managerial domain will be the focus. You may be sponsored\/encouraged by your organizations to attend them, do not let is pass citing an excuse of being busy. Do make time to attend a few of them. If you find that you do not have this opportunity then see that you find such events and enroll yourself.<\/p>\n\n\n\n
In my experience these events certainly help you make a few contacts, you will always find a few persons whom you will find interesting and knowledgeable and connect effortlessly. The key is to nurture this - see that you follow-up with a mail and\/or a call.<\/p>\n\n\n\n
If you are the type who feels inhibited to make an opening, then do not worry. I was advised by one of my mentors to just listen and not worry about talking and enjoy being there. If you listen and observe intently you will find yourself talking soon. Your focus on the interactions and not on your perceived ability, does the trick. Try it a couple of times and see for yourself.<\/p>\n\n\n\n
Lastly, for anything to succeed one has to have the desire, then comes the effort and discipline for achieving it. A small progress or a step with positive result, is the best encouragement for you to strive towards your goals. Do ponder on your actions and results to stay focused on continuing to do this.<\/p>\n\n\n\n
One related question I hear from many of my coachees is \"visibility\" within the organization. More on that in a later post.<\/p>\n","post_title":"Networking - when and how to begin?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"networking-when-and-how-to-begin","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:58","post_modified_gmt":"2024-01-29 14:50:58","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1521","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1517,"post_author":"30","post_date":"2014-10-29 09:30:26","post_date_gmt":"2014-10-29 04:00:26","post_content":"\n
$\"sell-it\"$ <\/a><\/figure>\n\n\n\n
As a child, I used to come up with various ideas for almost anything, and ask for Rs. 1000\/- per idea. Being a child, nobody would want to pay money, that too a thousand Rupees \u2013 but, I would get something else as an appreciation for my efforts. A toffee, a cone ice cream etc.<\/p>\n\n\n\n
Further on, when I used to be active in small groups, selling was more of ideas and to get the team to converge on something, that the group can take as an action.<\/p>\n\n\n\n
As a team leader, I needed to sell the vision of the project to the team, to get everybody\u2019s buy in.<\/p>\n\n\n\n
More recently, I have been in contact with many aspiring and active entrepreneurs. Selling is something that they do with every breath.<\/p>\n\n\n\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 10 of 12 Previous 1 … 9 10 11 12 Next

\n
Well first let me put the two systems in perspective, before I give you my logic. Feel free to critic, add, buttress with what you believe.<\/p>\n\n\n\n
Bell Curve<\/strong><\/p>\n\n\n\n
The Bell Curve proponents would typically cite the likes of Jack F Welch in their favour. The argument being that there has to be some one in the (say) bottom 5% who need to be regularly weeded out. This way the organization retains only those who can live up to the pressure of staying in the race. Then by the same logic (say) only the top 10% have to be rated outstanding in the relative sweepstakes. This way the organization truly recognizes the top of the pile who make a larger difference. This will ensure that everyone wants to race to the top\u2026 After all does anyone remember the participants in the Olympics sprint \u2013 only the winner is recognized, even if the victory was in a photo-finish, isn\u2019t it. So this model does sound good and seems to promote performance, isn\u2019t it or does it?<\/p>\n\n\n\n
So, if (say) only the top 10% are going to make it big, will there co-operation among the top 20% \u2013 30%? Would you rather see your peer fail, and you make it to the top, than the organization succeed? Everyone is now running their own race. If the bottom 5% are going to be weeded, will the bottom 15% feel this as a place to stay or start increasing the churn more than you want? Will they all be looking at contributing to the project on hand or be worried about their future? Will this further impede their contribution to the project?<\/p>\n\n\n\n
Absolute Performance<\/strong><\/p>\n\n\n\n
The absolute performance proponents would state that the goal setting exercise sets the expectation. So when it comes to measuring if you have performed better than the goals (how many ever in the team), everyone then deserves to be ranked an out performer. If you have missed the goals by a pre-set margin, only then you are an underperformer. Well all through our school days it was clear what would give a distinction or what would cause me to fail the exams isn\u2019t it. This would be reinforced by the fact that in a team model \u2013 the team is not in a race amongst themselves, so everyone will be willing to help thy buddy to succeed as well, thus reinforcing the team first principle. If someone still underperforms, then it\u2019s appropriate to let go. After all everyone feels happy when everyone around them is happily rated. So this model sounds good too to promote team performance, is it or is it not?<\/p>\n\n\n\n
So, if a whole range of them outperform the targets \u2013 what does it mean? Was the manager setting the target too low? Or would we land up in the situation where even a 99.5% does not guarantee you an admission in St. Stephens College, Delhi? Would everyone really be happy if the majority are declared to be outperforming (will the share of the cream in the cake be sufficient for all of them)? Would we start sympathizing and enabling the dead wood in the organization to some how cross the minimum threshold? Will we eventually land up with mediocrity?<\/p>\n\n\n\n
How do you choose the system?<\/strong><\/p>\n\n\n\n
I am sure all these thoughts and many more go through the minds of the managers, the HR folks, the team, the organization leaders when they set up and run the systems. After all both systems have their own merits and have their own draw backs.<\/p>\n\n\n\n
I don\u2019t believe the systems per se are the issue. I believe it\u2019s the implementation that\u2019s an issue. Additionally an organization, should be keeping the system aligned with the expected behaviour from its employees. How much does team performance matter? How much does individual performance matter? Or can the organization go beyond this?<\/p>\n\n\n\n
What are the real issues ?<\/strong><\/p>\n\n\n\n
So where do the real issues come in then, with appraisals?<\/p>\n\n\n\n
First, I have seen that when I as a manager have not been giving regular feedback through the year, and helping with the development plan of my team member, I run into a problem at the end of the year. The appraisals look more like reprisals to the employee \u2013 because if they had appropriate feedback, they could have taken necessary pro-active steps to ensure their success and eventually the organization success.<\/p>\n\n\n\n
Next, when the stated organizational position is absolute performance, but then an organization thru unwritten action pushes the manager to necessarily fit a bell curve \u2013 it creates invisible chaos. I have noticed many a manager then succumbs to the pressure, because after all his\/ her own rating would be at stake if the unwritten expectation is not acted upon. Later when briefing the team there\u2019s a disconnect when the team member questions the ranking. The manager cannot explicitly state he did not stick to the organization philosophy and neither state he succumbed to the chain of command\u2019s unwritten message.<\/p>\n\n\n\n
Or when in an absolute performance system, there\u2019s an initial euphoria \u2013 with everyone knowing that they probably bettered the stated expectation. However if the organization has not outperformed \u2013 the limited goodies that come along now get split more evenly with more people. So does it now lead employees to believe that the good grading is a placebo. Should the organization have been more diligent in the level of the target being set early on in the game? Will it now start making the team not worry about the grading and encourage mediocrity?<\/p>\n\n\n\n
In addition to all these, not every thing we do is easily measurable, much less comparable. So the objectivity of the manager is already subject to his\/ her pre-existing perspective. So, can the manager ensure that it does not cloud the appraisal process?<\/p>\n\n\n\n
In Conclusion<\/strong><\/p>\n\n\n\n
In conclusion, I would say that if the true strategy of the organization and its execution is aligned and well stated, it will make any system work reasonably well. Or not doing that every system will create only a set of issues.<\/p>\n\n\n\n
Personally, I would like to see a system where the organization decentralizes this decision at the level at which people can make the decisions on allocation of budgets, career moves, promotions, hiring and firing \u2013 which in many ways are the outcome of this process. The closer you bring this to the place of action, the better aligned it will be to the needs of the team. The process of allocation from the corporate to these groups itself, should also be made clear up-front. That to me is true empowerment. That to me will show the ability of the corporate to create a self-managing organization.<\/p>\n\n\n\n
What\u2019s your thought? Do you think these systems can be fairly built or is it a mirage? If yes, how do you do it? If you think it\u2019s a mirage, then how do you lead in today\u2019s knowledge industry?<\/p>\n\n\n\n
<\/p>\n","post_title":"Performance Appraisal : Bell Curve or Absolute Performance - What's good?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"performance-appraisal-bell-curve-or-absolute-performancewhats-good","to_ping":"","pinged":"","post_modified":"2024-09-23 20:14:40","post_modified_gmt":"2024-09-23 14:44:40","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3391","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3510,"post_author":"26","post_date":"2015-06-12 13:52:40","post_date_gmt":"2015-06-12 08:22:40","post_content":"\n
$\"Cryptic$ <\/a>
Cryptic daily stand up<\/figcaption><\/figure>\n\n\n\n
The Daily Scrum is one ceremony that the teams following Scrum adopt quickly. There are some hiccups initially, which are sorted out, often with inputs from the coach\/guide. The ceremony is on time and at fixed time, occurs even if Scrum Master is not present, team members unable to attend do call in or provide an email update. Good going!<\/p>\n\n\n\n
Now slowly things change and either the updates become cryptic or verbose. After observing many teams go through this, what comes to my mind is a famous rhetorical question on delays in projects:<\/p>\n\n\n\n
Q: How does a project get delayed by a month?<\/em><\/p>\n\n\n\n
A: One day at a time.<\/em><\/p>\n\n\n\n
Now why am I quoting this here? Because something similar happens. The updates go towards cryptic or verbose as one person goes in that direction and that is not observed\/ corrected. The Scrum Master has a key role in ensuring that the scrum process is followed, he has to be alert to this.<\/p>\n\n\n\n
Here is a typical scenario:<\/p>\n\n\n\n
Mohan is working on a task TKS-210 and has had a bit of a struggle with it. His update in the daily scrum is:<\/p>\n\n\n\n
I was working on TKSK-210, will continue, no impediments. (Sigh.)<\/p>\n\n\n\n
This is accepted, i.e., no one asks any questions, maybe the team members understand the status.<\/p>\n\n\n\n
The next day update too is similar. Now it is likely that couple more team members shift to this style of update. There is an innate, unconscious tendency in humans to mimic, imitate or follow other people, which surfaces time to time. Very soon all updates become similar.<\/p>\n\n\n\n
The ideal update would include some information on -
How much work is done?
When the work is expected to complete?
If completing soon, the team member will certainly state what task he is planning to pick up next.<\/p>\n\n\n\n
Is it quite possible that the thinking on \u201cwhat next\u201d will not happen in the minds, and that is not good. There is a possibility that \u201cI will continue...\u201d kind of update will result in the person continue on task and not take up another, even if it were possible, as words said aloud influence thoughts\/thinking.<\/p>\n\n\n\n
So the Scrum Master and the team has to be alert to how the updates are provided. They can always ask questions to elicit relevant information.<\/p>\n\n\n\n
One practice that will help - is the updating of remaining hours on the task. This if done regularly, will surface in the Daily Scrum and result in update being more specific. If the remaining hours on a task is a fraction of the day, it prompts the team member to the \u201cwhat next\u201d thinking, and share the same.<\/p>\n\n\n\n
Do you have any similar experiences? Would like to hear them as well as your views.<\/p>\n","post_title":"Keeping Daily Scrum focused...","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"keeping-daily-scrum-focused","to_ping":"","pinged":"","post_modified":"2024-01-29 14:49:32","post_modified_gmt":"2024-01-29 14:49:32","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3510","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3343,"post_author":"26","post_date":"2015-05-15 09:38:10","post_date_gmt":"2015-05-15 04:08:10","post_content":"\n
As a coach, a recurring situation one faces, towards the end of the first sprint after the coaching has started, is the push and shove to the retrospective. After seemingly making the team understand that two key aspect of Agile Scrum are to surface the problems at the earliest<\/strong> and avoiding any kind of waste<\/strong>. I naively expected that the team will be eager to do the retrospective, but wiser now.<\/p>\n\n\n\n
$\"lookingback\"$ <\/figure>\n\n\n\n
<\/p>\n\n\n\n
The team will be scrambling to wrap up the work and close all stories to meet the sprint commitment made, the sprint will be kept open till the the very end and at times a few hours into the next sprint. The Sprint Planning for next sprint has to start, the Sprint Review needs to happen for stories to be closed, where is the time for retrospective? Can it be done next time?<\/p>\n\n\n\n
At times they combine Retrospective and Sprint Planning, which results in speeding through the retrospective and getting quickly into the planning. Add to this the different locations and time zones of the PO and Scrum Team. The retrospective at times is scheduled after Sprint Planning, which is anyway better than not having it at all.<\/p>\n\n\n\n
So here is how it goes, the three questions are asked, inputs collated and a mail sent to all stakeholders and the collated inputs made available in a common area. Very less focus on listening to each other and trying to resolve issues.<\/p>\n\n\n\n
The way I deal with this is that I share with the Scrum Master and team on how an ideal Retrospective should proceed and leave it to them to get close to it:
- Use post-its to capture what went well, stick on board, have one of team read all of it. Clarify any point that is not clear,
- Same for what did not go well,
- Same for what they would start to do,
- At this juncture prioritize the start to do\/action items and brainstorm, starting from top till the time runs out.<\/p>\n\n\n\n
This has worked well, teams typically identify one to three items and come up with reasonable details for implementing them. If required I remind them of these mid sprint, some steps are taken and progress made, this helps in them getting into the habit of doing retrospectives regularly.<\/p>\n\n\n\n
One more point to note is that a problem that seems \u201ca way of life\u201d, at end of first sprint may get some solutions, in the subsequent sprint. My reading of this is that the problem when noted first is annoying and frustrating, team is mentally tired to work on it. But when the same problem surfaces again, they are able to come up with a solution, as the frustration is vented in past.<\/p>\n\n\n\n
Let me share one example. This is to do with a scarce DBA resource causing stories to be re-opened due to delayed inputs\/review. At the end of first sprint they made note of this issue and came out strongly on \u201cthis how it is going to be\u201d, \u201cwe have escalated enough already in past\u201d. The issue surfaced again in next sprint, as it was discussed before, the emotions were in check. One of team suggested that we use the grooming pattern, i.e., plan\/do in advance. They figured out a way to deal with it.<\/p>\n\n\n\n
Another oft repeating issue is the frustration of not being able to close a story, because just the show and tell (demo) could not happen, or a build and test in correct environment was not completed due to big queue in CM. The team argues for closing the story, they feel that they are loosing story points for no fault of theirs. Here as a coach, one has to reinforce the concept of \u201cDone\u201d and revisit the concept of \u201cVelocity\u201d.<\/p>\n","post_title":"Initial coaching interventions for Retrospectives","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"initial-coaching-interventions-for-retrospectives","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:04","post_modified_gmt":"2024-01-29 14:50:04","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3343","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3339,"post_author":"26","post_date":"2015-04-11 09:33:55","post_date_gmt":"2015-04-11 04:03:55","post_content":"\n
Teams new to Scrum have a product backlog. The backlog will be groomed to some degree, typically have clarity for up to one to two sprints. The priority will be clear, with fair amount of detail on the requirements. The estimates may be present, it could be story points or a masked form of an effort estimate.<\/p>\n\n\n\n
The Product Owner (PO), who is not co-located in most of the teams will participate in Sprint Planning and along with the Scrum Master and team pick a set of stories to be done in the Sprint. After this the team jumps into doing the work. Detailed Sprint Planning is given a miss as PO will not be available for the entire duration and the team reluctant to do task based estimate for variety of reasons, if they do it is done by a few senior members of the team.<\/p>\n\n\n\n
This is where the first intervention from coach is needed, coax them to do detailed planning i.e., break down the stories into tasks and corresponding effort estimates. Insist that the entire team be involved and ensure that they balance the work they are taking up with the capacity the team has. Here is where they get to see one of the characteristics of Scrum \u2013 uncovering the problems at the earliest, and as a coach one should ensure that they become aware of it.<\/p>\n\n\n\n
$\"Sprint_Plan_1\"$ <\/figure>\n\n\n\n
Few things they discover:
- there may not be enough Analysis\/Dev\/DBA\/QA capacity in the team
- some of the team may not be fully utilized
- as they break down stories to tasks they realize that some stories cannot be completed, due to external dependencies, that is unlikely to be fulfilled.
- they may require more information from the PO.
- lastly the entire team gains an understanding what is planned to be accomplished.<\/p>\n\n\n\n
And it is interesting to see how they work around this:
- make use of team members not fully utilized to accomplish some of the tasks.
- the above at times involves redistributing the work, so that team members volunteering outside their domain, can take up relatively simpler tasks.
- go back to PO\/stakeholders and try to get the dependencies resolved or pick another story, this one requires a push from coach.
- get clarity on requirements from PO, this has to happen the next day.
- re-adjust the sprint backlog taking the above into account.<\/p>\n\n\n\n
$\"Sprint_Plan_2\"$ <\/figure>\n\n\n\n
At times guidelines are adhered to, planning sessions is time-boxed, they assume that all planning needs to happen in one sitting. Here is where, as a coach, one has to make them see the \"why\" behind a particular step, \"what\" outcome is desired? The outcome of having a proper Sprint Plan is more important than accomplishing it a single time-boxed session.<\/p>\n\n\n\n
As they complete this they realize that in past sprints, they grappled with these issues, towards the end of the sprint. Now they have ample time to cope with it \u2013 the benefit of Scrum uncovering problems earlier is leveraged.<\/p>\n\n\n\n
There is reluctance to do task effort estimates. In the traditional planning task estimates are done for entire project even with some requirements not being clear. This would have resulted in lot of waste, this coupled with notion that agile means no planning is the major cause of the reluctance. As a coach, one needs to highlight that there is better clarity on requirements and it is being done for just a sprint, so there is no waste. The reluctance is also due to lack of understanding of the difference between story point, size and effort estimates, this needs to be addressed.<\/p>\n\n\n\n
At this juncture the team is ready to make and take on the commitment with higher confidence. You can see the related blog on retrospectives.<\/p>\n","post_title":"Initial coaching interventions for Sprint Planning","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"initial-coaching-interventions-for-sprint-planning","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:24","post_modified_gmt":"2024-01-29 14:50:24","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3339","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1519,"post_author":"33","post_date":"2014-11-09 12:15:54","post_date_gmt":"2014-11-09 06:45:54","post_content":"\n
$\"\"\/$ <\/figure>\n\n\n\n
  <\/p>\n\n\n\n
Leaders have only two jobs:<\/p>\n\n\n\n
1) Getting work done<\/p>\n\n\n\n
2) Growing the people<\/p>\n\n\n\n
Coaching as a leadership\/management style achieves both.<\/p>\n\n\n\n
With Command & Control approach, managers may get the work done in the short term, by force. But that might have negative impacts on the team in terms of :<\/p>\n\n\n\n
- Lack of ownership<\/p>\n\n\n\n
- Low motivation<\/p>\n\n\n\n
- Poor quality output<\/p>\n\n\n\n
- Low productivity<\/p>\n\n\n\n
- Missed schedules etc.<\/p>\n\n\n\n
Command & Control might also impact development of team members negatively. Teams might wait for manager to give instruction. They might hesitate to take initiative as it might get overruled by the manager. They might stop thinking new & innovative ideas as the manager will always tell them what to do.<\/p>\n\n\n\n
On the other hand, with Coaching as the leadership style, managers will empower the team members to come out with new ideas, solutions and encourage them to implement them. They will help the team members to discover their strengths by asking questions & challenging them. This builds motivation and ownership in the team members.<\/p>\n\n\n\n
Having said that, there are situations where Managers need to use command & control approaches. For example, in a fire fighting situation where extremely quick response in needed. There will be a need for different approaches for different team members \u2013 someone may need more directive input & constant oversight and someone may need a lot of freedom.<\/p>\n\n\n\n
A good leader is one who has high self awareness, self-regulation, self-motivation and empathy through which he\/she can sense and respond differently, in a conscious way, to different situations & different people.<\/p>\n\n\n\n
However, to be a good Leader, coaching way of management style should be the most natural approach and command & control should be the exception.<\/p>\n","post_title":"Coaching vs Command & Control style of Management","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"coaching-vs-command-control-style-of-management","to_ping":"","pinged":"","post_modified":"2024-01-29 15:34:20","post_modified_gmt":"2024-01-29 15:34:20","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1519","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1456,"post_author":"31","post_date":"2014-11-09 12:15:37","post_date_gmt":"2014-11-09 06:45:37","post_content":"\n
In an earlier article \u201cJourney of a coach \u2013 theory & practice (Part I)<\/a>, we introduced the \u201ccircles of influence\u201d which form the context (see diagram below) for coaching process.<\/p>\n\n\n\n
$\"image\"$ <\/a> The circles in the diagram above have a significant bearing on coaching effectiveness and need to be addressed by the coach using the theory of coaching (such as Whitmore\u2019s book on \u201cCoaching for Performance\u201d). In the case of some circles, the theory may \u201cend\u201d at some point and the coach will have \u201cinterpret\u201d and \u201cextend\u201d it for the specific coachee situation at hand.<\/p>\n\n\n\n
We covered the following in Part I of this article:<\/p>\n\n\n\n
\u00b7 Circle #1: Are all situations \u201ccoaching situations\u201d?<\/p>\n\n\n\n
\u00b7 Circle #2: Are people always receptive to coaching?<\/p>\n\n\n\n
In this Part II, we will cover the two remaining circles.<\/p>\n\n\n\n
Circle #3: Are coaches sometimes helpless?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
Circle #3 above regarding \u201cbeliefs, perceptions and personal circumstances\u201d can actually be quite a hard shell hindering coaching progress. But it is often an invisible hard shell because people will share only so much of their innermost beliefs and personal circumstances even though they are impacting their work performance. Coaches make chance discoveries of this shell in the Reality check part (that is, the current state of affairs that needs to improve to meet the Goal) of the Goal-Reality-Options-Will (GROW) model of Whitmore. Here are examples:<\/p>\n\n\n\n
\u00b7 A coachee once candidly admitted that he was himself the reason for his declining performance at work. The reason was that his family was going through his sister\u2019s painful divorce in the US and her life coming back to India. He just could not go about work as usual<\/p>\n\n\n\n
\u00b7 A second coachee had a lot of issues with his manager. He felt that the manager\u2019s lack of domain knowledge resulted in his not realizing & recognizing the value of the coachee\u2019s work. In addition, the coachee seemed to indicate that lack of recognition of his work had to do with his belonging to a minority religious community in India<\/p>\n\n\n\n
\u00b7 Yet another coachee told my colleague (also a Performance Coach) that her problems arose because her boss was an inveterate woman-hater<\/p>\n\n\n\n
These are situations of tight-rope walking for a performance coach! In situations of personal crisis, the coach may only help by sympathetic and patient listening. This may help the coachee more than one would think \u2013 just getting the problem \u201coff his chest\u201d often helps and relieves stress. Being less stressed, he may be able to come to grips with his personal predicament and deal with it better. However, coachee\u2019s entrenched beliefs on, say, religion and gender can be very challenging for the coach to deal with. Some deep-rooted beliefs may indicate pathology needing help from a trained therapist \u2013 far beyond the scope of performance coaching and the ability of the coach.<\/p>\n\n\n\n
Circle #4: Is the coachee\u2019s work environment conducive?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The last circle of influence is the coachee\u2019s work. Sometimes, people have told me that they are \u201cstuck\u201d in positions \u2013 say, \u201croutine\u201d software bug fixing and maintenance where there is really no scope for \u201clearning, enjoyment and fulfillment\u201d (you may like to read My Team is not motivated!!!<\/a> by my colleague Prasanna Moses on this). Most of us would agree that there is far less drudgery at work in today\u2019s knowledge-centric world than even just 30 years ago. We would also agree that there is no such thing as 100% \u201csexy\u201d work (unless of course, you are doing breakthrough work of your calling \u2013 say, in quantum computing). So, when coachees complain about their current work\/role and the lack of sexiness thereof, I ask them questions about what makes it boring, what they can do about it and so on \u2013 hopefully making them better aware of interesting possibilities in what they were doing. In some cases, people have hinted to me that they are considering quitting their \u201cboring\u201d job and looking for a reaction. Under such circumstances, to be fair to the coachee and to the coachee\u2019s employer (who is paying my fees!), I would say the best option is to ask the coachee questions exploring his rationale for leaving (without being judgmental on whether it is right or wrong) \u2013 like what does he think leaving the job will achieve, how will it get him closer to his goals, how is he sure that the same problems would not repeat themselves in the new organization and so on. The ultimate decision should be the coachee\u2019s based on introspection triggered by your questions. He may still choose to quit \u2013 but that is another matter! As far as you are concerned as a coach, you have played it fair & square. It is not unthinkable that you as the coach may actually agree with his rationale for seeking another job!<\/p>\n\n\n\n
A related aspect is also the organizational environment in which the coachee works \u2013 over & above his immediate work\/role discussed above. In sports coaching, the strong individual motivation is a given and the coachee has a great deal of control over what he can and cannot do to enhance his performance. The circumstances for software project managers are different. Their GROW model is in the context of an organization with its culture, policies, processes and so on. As a coach, I have encountered some real challenges here \u2013 the Project Manager may be aspiring to do something of value in his project but his line management and work environment may not be supportive. Some organizational policies can be insensitive to people and even draconian. In one software development organization, if project team members logged in less than 40 hours per week of approved work, there would be automatic cuts in their pay while the significant additional work needed at other times went scarcely noticed! How can one be expected to learn and enjoy their work in such an environment? In such cases, we do bring it up with the line management for addressing them and offer our help as well. To be honest, it worked sometimes and it did not in as many cases.<\/p>\n\n\n\n
In summary, as a practicing coach, you are bound to run into situations like the ones above which make you stop and ponder as to what extent theory can lead practice! You may need to introspect and think of newer ways of extending \u201ctheory\u201d or just use good old common sense and move on! At PM Power, we have the coaches\u2019 conclave where these situations are discussed to see how best to help the coachee considering all the circles of influence. It has significantly helped our coaches in specific situations and in honing their coaching skills in general.<\/p>\n\n\n\n
We invite you to share your coaching experiences (as a coach or a coachee) and we would be happy to share our perspectives which may be of help. You may reach us at info@pm-powerconsulting.com.<\/p>\n","post_title":"Journey of a coach - theory & practice (Part II)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-ii","to_ping":"","pinged":"","post_modified":"2024-01-29 10:54:32","post_modified_gmt":"2024-01-29 10:54:32","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1456","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1514,"post_author":"31","post_date":"2014-11-02 12:24:22","post_date_gmt":"2014-11-02 06:54:22","post_content":"\n
A speaker finishes a great speech \u2013 at least, HE thinks it is great! He then asks, \u201cAny questions?\u201d What does he expect? If I were him, I would expect the audience to demonstrate a level of understanding of what the speech was all about and ask meaningful questions - clarifying the ground covered and even extending from there.<\/p>\n\n\n\n
These are situations where one actually wants to be questioned to get a sense a satisfaction that the effort (the speech, in this case) has been worthwhile. But there are other situations where being questioned has a very negative connotation. It implies questioning the ability of the person being questioned or the work that he has done.<\/p>\n\n\n\n
The important thing is that the intent of questioning should be to seek understanding rather than putting down someone. Hence, even the tone of questioning is very important. Consider the difference between, \u201cWhy did you do THAT?\u201d and \u201cWhat are your reasons for doing THAT?\u201d<\/p>\n\n\n\n
The tone of the former question is judgmental while the same question asked differently demonstrates an openness and a neutral tone. The tone is important because it can either put people off & make them defensive or it can make them relaxed and explain their rationale for an idea or a course of action.<\/p>\n\n\n\n
From the above, it follows that there is a big difference between \u201cquestioning\u201d and \u201casking questions\u201d.<\/p>\n\n\n\n
$\"image\"$ <\/figure>\n\n\n\n
In the work context, a manager who adopts an approach of \u201casking questions\u201d enables an environment where his reportees apply their mind to the situation at hand and exercise their best judgment on the right course of action.<\/p>\n\n\n\n
The manager can use questions to expand the reportee\u2019s thinking and make him aware of aspects he may not have thought of (instead of just instructing him what to do).<\/p>\n\n\n\n
Hence asking questions contributes to the reportee\u2019s overall development and ability to deal with situations with minimal oversight. Equally important, it enables greater responsibility on the part of the reportee so that the implementation aspects of his suggestions are fully owned by him.<\/p>\n\n\n\n
Through this, the manager\u2019s time is also freed up from routine oversight functions to take up important but not urgent tasks.<\/p>\n\n\n\n
In a highly dynamic world, the approach of \u201casking questions\u201d is not just \u201ca nice to have\u201d but an imperative to empower people and ensure that the organization as a whole responds fast to changes in the environment.<\/p>\n\n\n\n
\u201cAsking questions\u201d is an essential part of the tool set of a coach who may be the line manager himself. You consciously adopt the approach for improving the \u201cawareness\u201d of the coachee and therefore, open his mind to his perceptions & other possibilities and take \u201cresponsibility\u201d for the options for actions that he chooses.<\/p>\n\n\n\n
Finally, adopting the approach of \u201casking questions\u201d needs a complementing skill which is ACTIVE listening. A coach cannot sustain a session of asking questions without actually listening well, understanding and re-phrasing of what the coachee says.<\/p>\n\n\n\n
As with most things in life, practice makes perfect \u2013 it takes time and experience to hone the approach of asking questions and the skill of active listening. But they can indeed be developed for individual and organizational benefit. The time to start is NOW!<\/p>\n","post_title":"Questioning and Asking Questions - what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"questioning-and-asking-questions-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:02","post_modified_gmt":"2024-01-29 10:55:02","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1514","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1448,"post_author":"31","post_date":"2014-11-02 06:59:09","post_date_gmt":"2014-11-02 01:29:09","post_content":"\n
This article is part of the series on \u201cJourney of a coach\u201d covering my experiences as a performance coach. You may have the read an earlier article in the series on \u201cJourney of a coach \u2013 the beginning\u201d<\/a>. The journey continues here...<\/p>\n\n\n\n
Yogi Berra, New York Yankees baseball player (arguably the best catcher of all time) said, \u201cIn theory, there is no difference between theory & practice. But in practice, there is!\u201d So, this article is about the theory & practice of coaching for performance \u2013 not baseball players but people managing software projects.<\/p>\n\n\n\n
In my context, the \u201ctheory\u201d was mostly \u201cCoaching for Performance\u201d by John Whitmore (by the way, there is another article of mine on Whitmore<\/a> if you are interested). The \u201cpractice\u201d was, of course, my actual experiences over the years.<\/p>\n\n\n\n
A caveat \u2013 I am not here to debunk theory and hail practice - as a cardiac surgeon might! I have a great deal of respect for Whitmore\u2019s book on Coaching for Performance. The book provided a solid reference and a practical guide for my work as a coach all these years.<\/p>\n\n\n\n
However, I do have my own \u201cinterpretations\u201d and \u201cextensions\u201d of the theory in actual practice which I wish to share. I will use the diagram below which shows the context for coaching.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
You can see the \u201ccircles of influence\u201d around the coachee which would have a bearing on coaching and its effectiveness. We will cover each of these circles with examples. Note that the coach\u2019s experience, beliefs and perceptions are also significant in the context in addition to his skills for coaching.<\/p>\n\n\n\n
Circle #1: Are all situations \u201ccoaching situations\u201d?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The first circle of influence is the coaching situation faced by the coachee at work. For example, it could be that he is recently promoted and finds gaining acceptance in his team a challenge.<\/p>\n\n\n\n
The question is whether all such work situations are amenable for coaching - whether you are the manager of the coachee or an external coach. If you follow the \u201ctheory\u201d (that is Whitmore), a coaching style can become the default management style of the entire organization for all occasions.<\/p>\n\n\n\n
In other words, all manager-reportee interactions can naturally follow the coaching style \u2013 the manager following the sequence of helping his reportee to identify the goal he is seeking to achieve, assess the current state of affairs, consider the available options to achieve the goal and making the commitment-making to make it happen.<\/p>\n\n\n\n
That is all very well, but what if you are a commando fighting a guerrilla war in a jungle and see a metal tube from the foliage pointing at you. Your commander (\u201cmanager\u201d) is not going to coach you through the situation, is he?<\/p>\n\n\n\n
There are also other equivalent (but less extreme) situations at work when time is of essence and all that the coachee needs is information or simple direction (like for example, how to balance staff loading in a project schedule).<\/p>\n\n\n\n
So, my interpretation of theory is that there is better pay-off of coaching in some situations than others. However, there are many, many work situations wherein the quality of work<\/b> or results<\/b> is very important, the learning<\/b> for the coachee very important and it is not an emergency<\/b>. Coaching is very relevant in those cases.<\/p>\n\n\n\n
Circle #2: Are people always receptive to coaching?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The next circle of influence is relating to how receptive people are to coaching even if their work situation was amenable for it.<\/p>\n\n\n\n
Are they motivated enough to become more aware<\/b> and take responsibility<\/b> by themselves and not just because their employer has enrolled them in a training & coaching program?<\/p>\n\n\n\n
Maslow\u2019s theory is that motivation is linked to the stage an individual is at in a hierarchy of needs (see diagram below from Whitmore\u2019s Coaching for Performance). Note that Whitmore has split Maslow\u2019s Esteem stage into two \u2013 Esteem from others and Self-esteem.<\/p>\n\n\n\n
At the stage of Esteem from others, one is looking \u201cexternal\u201d recognition and prestige as motivators. At the stage of Self-esteem, external motivators tend to become less important. More important is the need to make a difference and being empowered to do so enhancing self-esteem. This self-esteem stage is where coaching makes the biggest impact for personal growth.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
Source: Coaching for Performance by John Whitmore<\/i><\/p>\n\n\n\n
There are a few more \u201ccircles\u201d to cover which we will in Part II of the article.<\/p>\n\n\n\n
Till then...<\/p>\n","post_title":"Journey of a coach - theory & practice (Part I)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-i","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:34","post_modified_gmt":"2024-01-29 10:55:34","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1521,"post_author":"26","post_date":"2014-10-30 10:57:02","post_date_gmt":"2014-10-30 05:27:02","post_content":"\n
$\"Network_whenhow2\"$ <\/a><\/figure>\n\n\n\n
One is never without a network and if you are reading this - it may be more to know how to grow it and\/or to overcome obstacles, often due to one's level comfort with so called \"networking\".<\/p>\n\n\n\n
If you look at how you:<\/p>\n\n\n\n
\n
got the opportunity to work in your current position<\/li>\n\n\n\n
got into your college\/school<\/li>\n\n\n\n
got your house on rent or bought your apartment<\/li>\n<\/ul>\n\n\n\n
you will see that a network - formal, informal or virtual (internet based) was at play.<\/p>\n\n\n\n
I will focus on growing your professional network and a few simple steps for it and not delve into specifics of social media, as all of you would be familiar with it.<\/p>\n\n\n\n
First, start with your existing network - which will be your current and past colleagues, your college and school alumni, friends and family. See that you stay in touch with them, by meeting them up or electronically, if you are not in touch start right away. Sending greetings for important occasions, festivals and events is a good way to start. Make it a point to call a few of them over the commute\/ weekends and work on the complete list slowly and steadily, start at top the list again once you complete it.<\/p>\n\n\n\n
What if you need to ask for a reference or a favor from a person with whom you are not in regular touch. The best way to is to be honest, there is no point in coming up with a phony reason to get in touch with them and ask for what you want. Your honesty will be appreciated, after that do thank them and make an effort to stay in touch with them. See that your nurture this set of contacts where you have already made a start.<\/p>\n\n\n\n
Once, when I was looking out for a job using my network, I made it a point to call and thank all those who forwarded my resume to their contacts and I sent a book as a gift to thank all those contacts whose help took me to the interview stage. I did it without any motive and what amazed me was the warmth from these contacts in all my future interactions.<\/p>\n\n\n\n
Second area to focus on are the professional events - there will be events where your technical or managerial domain will be the focus. You may be sponsored\/encouraged by your organizations to attend them, do not let is pass citing an excuse of being busy. Do make time to attend a few of them. If you find that you do not have this opportunity then see that you find such events and enroll yourself.<\/p>\n\n\n\n
In my experience these events certainly help you make a few contacts, you will always find a few persons whom you will find interesting and knowledgeable and connect effortlessly. The key is to nurture this - see that you follow-up with a mail and\/or a call.<\/p>\n\n\n\n
If you are the type who feels inhibited to make an opening, then do not worry. I was advised by one of my mentors to just listen and not worry about talking and enjoy being there. If you listen and observe intently you will find yourself talking soon. Your focus on the interactions and not on your perceived ability, does the trick. Try it a couple of times and see for yourself.<\/p>\n\n\n\n
Lastly, for anything to succeed one has to have the desire, then comes the effort and discipline for achieving it. A small progress or a step with positive result, is the best encouragement for you to strive towards your goals. Do ponder on your actions and results to stay focused on continuing to do this.<\/p>\n\n\n\n
One related question I hear from many of my coachees is \"visibility\" within the organization. More on that in a later post.<\/p>\n","post_title":"Networking - when and how to begin?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"networking-when-and-how-to-begin","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:58","post_modified_gmt":"2024-01-29 14:50:58","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1521","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1517,"post_author":"30","post_date":"2014-10-29 09:30:26","post_date_gmt":"2014-10-29 04:00:26","post_content":"\n
$\"sell-it\"$ <\/a><\/figure>\n\n\n\n
As a child, I used to come up with various ideas for almost anything, and ask for Rs. 1000\/- per idea. Being a child, nobody would want to pay money, that too a thousand Rupees \u2013 but, I would get something else as an appreciation for my efforts. A toffee, a cone ice cream etc.<\/p>\n\n\n\n
Further on, when I used to be active in small groups, selling was more of ideas and to get the team to converge on something, that the group can take as an action.<\/p>\n\n\n\n
As a team leader, I needed to sell the vision of the project to the team, to get everybody\u2019s buy in.<\/p>\n\n\n\n
More recently, I have been in contact with many aspiring and active entrepreneurs. Selling is something that they do with every breath.<\/p>\n\n\n\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 10 of 12 Previous 1 … 9 10 11 12 Next

\n
So then which is the good system?<\/p>\n\n\n\n
Well first let me put the two systems in perspective, before I give you my logic. Feel free to critic, add, buttress with what you believe.<\/p>\n\n\n\n
Bell Curve<\/strong><\/p>\n\n\n\n
The Bell Curve proponents would typically cite the likes of Jack F Welch in their favour. The argument being that there has to be some one in the (say) bottom 5% who need to be regularly weeded out. This way the organization retains only those who can live up to the pressure of staying in the race. Then by the same logic (say) only the top 10% have to be rated outstanding in the relative sweepstakes. This way the organization truly recognizes the top of the pile who make a larger difference. This will ensure that everyone wants to race to the top\u2026 After all does anyone remember the participants in the Olympics sprint \u2013 only the winner is recognized, even if the victory was in a photo-finish, isn\u2019t it. So this model does sound good and seems to promote performance, isn\u2019t it or does it?<\/p>\n\n\n\n
So, if (say) only the top 10% are going to make it big, will there co-operation among the top 20% \u2013 30%? Would you rather see your peer fail, and you make it to the top, than the organization succeed? Everyone is now running their own race. If the bottom 5% are going to be weeded, will the bottom 15% feel this as a place to stay or start increasing the churn more than you want? Will they all be looking at contributing to the project on hand or be worried about their future? Will this further impede their contribution to the project?<\/p>\n\n\n\n
Absolute Performance<\/strong><\/p>\n\n\n\n
The absolute performance proponents would state that the goal setting exercise sets the expectation. So when it comes to measuring if you have performed better than the goals (how many ever in the team), everyone then deserves to be ranked an out performer. If you have missed the goals by a pre-set margin, only then you are an underperformer. Well all through our school days it was clear what would give a distinction or what would cause me to fail the exams isn\u2019t it. This would be reinforced by the fact that in a team model \u2013 the team is not in a race amongst themselves, so everyone will be willing to help thy buddy to succeed as well, thus reinforcing the team first principle. If someone still underperforms, then it\u2019s appropriate to let go. After all everyone feels happy when everyone around them is happily rated. So this model sounds good too to promote team performance, is it or is it not?<\/p>\n\n\n\n
So, if a whole range of them outperform the targets \u2013 what does it mean? Was the manager setting the target too low? Or would we land up in the situation where even a 99.5% does not guarantee you an admission in St. Stephens College, Delhi? Would everyone really be happy if the majority are declared to be outperforming (will the share of the cream in the cake be sufficient for all of them)? Would we start sympathizing and enabling the dead wood in the organization to some how cross the minimum threshold? Will we eventually land up with mediocrity?<\/p>\n\n\n\n
How do you choose the system?<\/strong><\/p>\n\n\n\n
I am sure all these thoughts and many more go through the minds of the managers, the HR folks, the team, the organization leaders when they set up and run the systems. After all both systems have their own merits and have their own draw backs.<\/p>\n\n\n\n
I don\u2019t believe the systems per se are the issue. I believe it\u2019s the implementation that\u2019s an issue. Additionally an organization, should be keeping the system aligned with the expected behaviour from its employees. How much does team performance matter? How much does individual performance matter? Or can the organization go beyond this?<\/p>\n\n\n\n
What are the real issues ?<\/strong><\/p>\n\n\n\n
So where do the real issues come in then, with appraisals?<\/p>\n\n\n\n
First, I have seen that when I as a manager have not been giving regular feedback through the year, and helping with the development plan of my team member, I run into a problem at the end of the year. The appraisals look more like reprisals to the employee \u2013 because if they had appropriate feedback, they could have taken necessary pro-active steps to ensure their success and eventually the organization success.<\/p>\n\n\n\n
Next, when the stated organizational position is absolute performance, but then an organization thru unwritten action pushes the manager to necessarily fit a bell curve \u2013 it creates invisible chaos. I have noticed many a manager then succumbs to the pressure, because after all his\/ her own rating would be at stake if the unwritten expectation is not acted upon. Later when briefing the team there\u2019s a disconnect when the team member questions the ranking. The manager cannot explicitly state he did not stick to the organization philosophy and neither state he succumbed to the chain of command\u2019s unwritten message.<\/p>\n\n\n\n
Or when in an absolute performance system, there\u2019s an initial euphoria \u2013 with everyone knowing that they probably bettered the stated expectation. However if the organization has not outperformed \u2013 the limited goodies that come along now get split more evenly with more people. So does it now lead employees to believe that the good grading is a placebo. Should the organization have been more diligent in the level of the target being set early on in the game? Will it now start making the team not worry about the grading and encourage mediocrity?<\/p>\n\n\n\n
In addition to all these, not every thing we do is easily measurable, much less comparable. So the objectivity of the manager is already subject to his\/ her pre-existing perspective. So, can the manager ensure that it does not cloud the appraisal process?<\/p>\n\n\n\n
In Conclusion<\/strong><\/p>\n\n\n\n
In conclusion, I would say that if the true strategy of the organization and its execution is aligned and well stated, it will make any system work reasonably well. Or not doing that every system will create only a set of issues.<\/p>\n\n\n\n
Personally, I would like to see a system where the organization decentralizes this decision at the level at which people can make the decisions on allocation of budgets, career moves, promotions, hiring and firing \u2013 which in many ways are the outcome of this process. The closer you bring this to the place of action, the better aligned it will be to the needs of the team. The process of allocation from the corporate to these groups itself, should also be made clear up-front. That to me is true empowerment. That to me will show the ability of the corporate to create a self-managing organization.<\/p>\n\n\n\n
What\u2019s your thought? Do you think these systems can be fairly built or is it a mirage? If yes, how do you do it? If you think it\u2019s a mirage, then how do you lead in today\u2019s knowledge industry?<\/p>\n\n\n\n
<\/p>\n","post_title":"Performance Appraisal : Bell Curve or Absolute Performance - What's good?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"performance-appraisal-bell-curve-or-absolute-performancewhats-good","to_ping":"","pinged":"","post_modified":"2024-09-23 20:14:40","post_modified_gmt":"2024-09-23 14:44:40","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3391","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3510,"post_author":"26","post_date":"2015-06-12 13:52:40","post_date_gmt":"2015-06-12 08:22:40","post_content":"\n
$\"Cryptic$ <\/a>
Cryptic daily stand up<\/figcaption><\/figure>\n\n\n\n
The Daily Scrum is one ceremony that the teams following Scrum adopt quickly. There are some hiccups initially, which are sorted out, often with inputs from the coach\/guide. The ceremony is on time and at fixed time, occurs even if Scrum Master is not present, team members unable to attend do call in or provide an email update. Good going!<\/p>\n\n\n\n
Now slowly things change and either the updates become cryptic or verbose. After observing many teams go through this, what comes to my mind is a famous rhetorical question on delays in projects:<\/p>\n\n\n\n
Q: How does a project get delayed by a month?<\/em><\/p>\n\n\n\n
A: One day at a time.<\/em><\/p>\n\n\n\n
Now why am I quoting this here? Because something similar happens. The updates go towards cryptic or verbose as one person goes in that direction and that is not observed\/ corrected. The Scrum Master has a key role in ensuring that the scrum process is followed, he has to be alert to this.<\/p>\n\n\n\n
Here is a typical scenario:<\/p>\n\n\n\n
Mohan is working on a task TKS-210 and has had a bit of a struggle with it. His update in the daily scrum is:<\/p>\n\n\n\n
I was working on TKSK-210, will continue, no impediments. (Sigh.)<\/p>\n\n\n\n
This is accepted, i.e., no one asks any questions, maybe the team members understand the status.<\/p>\n\n\n\n
The next day update too is similar. Now it is likely that couple more team members shift to this style of update. There is an innate, unconscious tendency in humans to mimic, imitate or follow other people, which surfaces time to time. Very soon all updates become similar.<\/p>\n\n\n\n
The ideal update would include some information on -
How much work is done?
When the work is expected to complete?
If completing soon, the team member will certainly state what task he is planning to pick up next.<\/p>\n\n\n\n
Is it quite possible that the thinking on \u201cwhat next\u201d will not happen in the minds, and that is not good. There is a possibility that \u201cI will continue...\u201d kind of update will result in the person continue on task and not take up another, even if it were possible, as words said aloud influence thoughts\/thinking.<\/p>\n\n\n\n
So the Scrum Master and the team has to be alert to how the updates are provided. They can always ask questions to elicit relevant information.<\/p>\n\n\n\n
One practice that will help - is the updating of remaining hours on the task. This if done regularly, will surface in the Daily Scrum and result in update being more specific. If the remaining hours on a task is a fraction of the day, it prompts the team member to the \u201cwhat next\u201d thinking, and share the same.<\/p>\n\n\n\n
Do you have any similar experiences? Would like to hear them as well as your views.<\/p>\n","post_title":"Keeping Daily Scrum focused...","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"keeping-daily-scrum-focused","to_ping":"","pinged":"","post_modified":"2024-01-29 14:49:32","post_modified_gmt":"2024-01-29 14:49:32","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3510","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3343,"post_author":"26","post_date":"2015-05-15 09:38:10","post_date_gmt":"2015-05-15 04:08:10","post_content":"\n
As a coach, a recurring situation one faces, towards the end of the first sprint after the coaching has started, is the push and shove to the retrospective. After seemingly making the team understand that two key aspect of Agile Scrum are to surface the problems at the earliest<\/strong> and avoiding any kind of waste<\/strong>. I naively expected that the team will be eager to do the retrospective, but wiser now.<\/p>\n\n\n\n
$\"lookingback\"$ <\/figure>\n\n\n\n
<\/p>\n\n\n\n
The team will be scrambling to wrap up the work and close all stories to meet the sprint commitment made, the sprint will be kept open till the the very end and at times a few hours into the next sprint. The Sprint Planning for next sprint has to start, the Sprint Review needs to happen for stories to be closed, where is the time for retrospective? Can it be done next time?<\/p>\n\n\n\n
At times they combine Retrospective and Sprint Planning, which results in speeding through the retrospective and getting quickly into the planning. Add to this the different locations and time zones of the PO and Scrum Team. The retrospective at times is scheduled after Sprint Planning, which is anyway better than not having it at all.<\/p>\n\n\n\n
So here is how it goes, the three questions are asked, inputs collated and a mail sent to all stakeholders and the collated inputs made available in a common area. Very less focus on listening to each other and trying to resolve issues.<\/p>\n\n\n\n
The way I deal with this is that I share with the Scrum Master and team on how an ideal Retrospective should proceed and leave it to them to get close to it:
- Use post-its to capture what went well, stick on board, have one of team read all of it. Clarify any point that is not clear,
- Same for what did not go well,
- Same for what they would start to do,
- At this juncture prioritize the start to do\/action items and brainstorm, starting from top till the time runs out.<\/p>\n\n\n\n
This has worked well, teams typically identify one to three items and come up with reasonable details for implementing them. If required I remind them of these mid sprint, some steps are taken and progress made, this helps in them getting into the habit of doing retrospectives regularly.<\/p>\n\n\n\n
One more point to note is that a problem that seems \u201ca way of life\u201d, at end of first sprint may get some solutions, in the subsequent sprint. My reading of this is that the problem when noted first is annoying and frustrating, team is mentally tired to work on it. But when the same problem surfaces again, they are able to come up with a solution, as the frustration is vented in past.<\/p>\n\n\n\n
Let me share one example. This is to do with a scarce DBA resource causing stories to be re-opened due to delayed inputs\/review. At the end of first sprint they made note of this issue and came out strongly on \u201cthis how it is going to be\u201d, \u201cwe have escalated enough already in past\u201d. The issue surfaced again in next sprint, as it was discussed before, the emotions were in check. One of team suggested that we use the grooming pattern, i.e., plan\/do in advance. They figured out a way to deal with it.<\/p>\n\n\n\n
Another oft repeating issue is the frustration of not being able to close a story, because just the show and tell (demo) could not happen, or a build and test in correct environment was not completed due to big queue in CM. The team argues for closing the story, they feel that they are loosing story points for no fault of theirs. Here as a coach, one has to reinforce the concept of \u201cDone\u201d and revisit the concept of \u201cVelocity\u201d.<\/p>\n","post_title":"Initial coaching interventions for Retrospectives","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"initial-coaching-interventions-for-retrospectives","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:04","post_modified_gmt":"2024-01-29 14:50:04","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3343","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3339,"post_author":"26","post_date":"2015-04-11 09:33:55","post_date_gmt":"2015-04-11 04:03:55","post_content":"\n
Teams new to Scrum have a product backlog. The backlog will be groomed to some degree, typically have clarity for up to one to two sprints. The priority will be clear, with fair amount of detail on the requirements. The estimates may be present, it could be story points or a masked form of an effort estimate.<\/p>\n\n\n\n
The Product Owner (PO), who is not co-located in most of the teams will participate in Sprint Planning and along with the Scrum Master and team pick a set of stories to be done in the Sprint. After this the team jumps into doing the work. Detailed Sprint Planning is given a miss as PO will not be available for the entire duration and the team reluctant to do task based estimate for variety of reasons, if they do it is done by a few senior members of the team.<\/p>\n\n\n\n
This is where the first intervention from coach is needed, coax them to do detailed planning i.e., break down the stories into tasks and corresponding effort estimates. Insist that the entire team be involved and ensure that they balance the work they are taking up with the capacity the team has. Here is where they get to see one of the characteristics of Scrum \u2013 uncovering the problems at the earliest, and as a coach one should ensure that they become aware of it.<\/p>\n\n\n\n
$\"Sprint_Plan_1\"$ <\/figure>\n\n\n\n
Few things they discover:
- there may not be enough Analysis\/Dev\/DBA\/QA capacity in the team
- some of the team may not be fully utilized
- as they break down stories to tasks they realize that some stories cannot be completed, due to external dependencies, that is unlikely to be fulfilled.
- they may require more information from the PO.
- lastly the entire team gains an understanding what is planned to be accomplished.<\/p>\n\n\n\n
And it is interesting to see how they work around this:
- make use of team members not fully utilized to accomplish some of the tasks.
- the above at times involves redistributing the work, so that team members volunteering outside their domain, can take up relatively simpler tasks.
- go back to PO\/stakeholders and try to get the dependencies resolved or pick another story, this one requires a push from coach.
- get clarity on requirements from PO, this has to happen the next day.
- re-adjust the sprint backlog taking the above into account.<\/p>\n\n\n\n
$\"Sprint_Plan_2\"$ <\/figure>\n\n\n\n
At times guidelines are adhered to, planning sessions is time-boxed, they assume that all planning needs to happen in one sitting. Here is where, as a coach, one has to make them see the \"why\" behind a particular step, \"what\" outcome is desired? The outcome of having a proper Sprint Plan is more important than accomplishing it a single time-boxed session.<\/p>\n\n\n\n
As they complete this they realize that in past sprints, they grappled with these issues, towards the end of the sprint. Now they have ample time to cope with it \u2013 the benefit of Scrum uncovering problems earlier is leveraged.<\/p>\n\n\n\n
There is reluctance to do task effort estimates. In the traditional planning task estimates are done for entire project even with some requirements not being clear. This would have resulted in lot of waste, this coupled with notion that agile means no planning is the major cause of the reluctance. As a coach, one needs to highlight that there is better clarity on requirements and it is being done for just a sprint, so there is no waste. The reluctance is also due to lack of understanding of the difference between story point, size and effort estimates, this needs to be addressed.<\/p>\n\n\n\n
At this juncture the team is ready to make and take on the commitment with higher confidence. You can see the related blog on retrospectives.<\/p>\n","post_title":"Initial coaching interventions for Sprint Planning","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"initial-coaching-interventions-for-sprint-planning","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:24","post_modified_gmt":"2024-01-29 14:50:24","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3339","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1519,"post_author":"33","post_date":"2014-11-09 12:15:54","post_date_gmt":"2014-11-09 06:45:54","post_content":"\n
$\"\"\/$ <\/figure>\n\n\n\n
  <\/p>\n\n\n\n
Leaders have only two jobs:<\/p>\n\n\n\n
1) Getting work done<\/p>\n\n\n\n
2) Growing the people<\/p>\n\n\n\n
Coaching as a leadership\/management style achieves both.<\/p>\n\n\n\n
With Command & Control approach, managers may get the work done in the short term, by force. But that might have negative impacts on the team in terms of :<\/p>\n\n\n\n
- Lack of ownership<\/p>\n\n\n\n
- Low motivation<\/p>\n\n\n\n
- Poor quality output<\/p>\n\n\n\n
- Low productivity<\/p>\n\n\n\n
- Missed schedules etc.<\/p>\n\n\n\n
Command & Control might also impact development of team members negatively. Teams might wait for manager to give instruction. They might hesitate to take initiative as it might get overruled by the manager. They might stop thinking new & innovative ideas as the manager will always tell them what to do.<\/p>\n\n\n\n
On the other hand, with Coaching as the leadership style, managers will empower the team members to come out with new ideas, solutions and encourage them to implement them. They will help the team members to discover their strengths by asking questions & challenging them. This builds motivation and ownership in the team members.<\/p>\n\n\n\n
Having said that, there are situations where Managers need to use command & control approaches. For example, in a fire fighting situation where extremely quick response in needed. There will be a need for different approaches for different team members \u2013 someone may need more directive input & constant oversight and someone may need a lot of freedom.<\/p>\n\n\n\n
A good leader is one who has high self awareness, self-regulation, self-motivation and empathy through which he\/she can sense and respond differently, in a conscious way, to different situations & different people.<\/p>\n\n\n\n
However, to be a good Leader, coaching way of management style should be the most natural approach and command & control should be the exception.<\/p>\n","post_title":"Coaching vs Command & Control style of Management","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"coaching-vs-command-control-style-of-management","to_ping":"","pinged":"","post_modified":"2024-01-29 15:34:20","post_modified_gmt":"2024-01-29 15:34:20","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1519","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1456,"post_author":"31","post_date":"2014-11-09 12:15:37","post_date_gmt":"2014-11-09 06:45:37","post_content":"\n
In an earlier article \u201cJourney of a coach \u2013 theory & practice (Part I)<\/a>, we introduced the \u201ccircles of influence\u201d which form the context (see diagram below) for coaching process.<\/p>\n\n\n\n
$\"image\"$ <\/a> The circles in the diagram above have a significant bearing on coaching effectiveness and need to be addressed by the coach using the theory of coaching (such as Whitmore\u2019s book on \u201cCoaching for Performance\u201d). In the case of some circles, the theory may \u201cend\u201d at some point and the coach will have \u201cinterpret\u201d and \u201cextend\u201d it for the specific coachee situation at hand.<\/p>\n\n\n\n
We covered the following in Part I of this article:<\/p>\n\n\n\n
\u00b7 Circle #1: Are all situations \u201ccoaching situations\u201d?<\/p>\n\n\n\n
\u00b7 Circle #2: Are people always receptive to coaching?<\/p>\n\n\n\n
In this Part II, we will cover the two remaining circles.<\/p>\n\n\n\n
Circle #3: Are coaches sometimes helpless?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
Circle #3 above regarding \u201cbeliefs, perceptions and personal circumstances\u201d can actually be quite a hard shell hindering coaching progress. But it is often an invisible hard shell because people will share only so much of their innermost beliefs and personal circumstances even though they are impacting their work performance. Coaches make chance discoveries of this shell in the Reality check part (that is, the current state of affairs that needs to improve to meet the Goal) of the Goal-Reality-Options-Will (GROW) model of Whitmore. Here are examples:<\/p>\n\n\n\n
\u00b7 A coachee once candidly admitted that he was himself the reason for his declining performance at work. The reason was that his family was going through his sister\u2019s painful divorce in the US and her life coming back to India. He just could not go about work as usual<\/p>\n\n\n\n
\u00b7 A second coachee had a lot of issues with his manager. He felt that the manager\u2019s lack of domain knowledge resulted in his not realizing & recognizing the value of the coachee\u2019s work. In addition, the coachee seemed to indicate that lack of recognition of his work had to do with his belonging to a minority religious community in India<\/p>\n\n\n\n
\u00b7 Yet another coachee told my colleague (also a Performance Coach) that her problems arose because her boss was an inveterate woman-hater<\/p>\n\n\n\n
These are situations of tight-rope walking for a performance coach! In situations of personal crisis, the coach may only help by sympathetic and patient listening. This may help the coachee more than one would think \u2013 just getting the problem \u201coff his chest\u201d often helps and relieves stress. Being less stressed, he may be able to come to grips with his personal predicament and deal with it better. However, coachee\u2019s entrenched beliefs on, say, religion and gender can be very challenging for the coach to deal with. Some deep-rooted beliefs may indicate pathology needing help from a trained therapist \u2013 far beyond the scope of performance coaching and the ability of the coach.<\/p>\n\n\n\n
Circle #4: Is the coachee\u2019s work environment conducive?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The last circle of influence is the coachee\u2019s work. Sometimes, people have told me that they are \u201cstuck\u201d in positions \u2013 say, \u201croutine\u201d software bug fixing and maintenance where there is really no scope for \u201clearning, enjoyment and fulfillment\u201d (you may like to read My Team is not motivated!!!<\/a> by my colleague Prasanna Moses on this). Most of us would agree that there is far less drudgery at work in today\u2019s knowledge-centric world than even just 30 years ago. We would also agree that there is no such thing as 100% \u201csexy\u201d work (unless of course, you are doing breakthrough work of your calling \u2013 say, in quantum computing). So, when coachees complain about their current work\/role and the lack of sexiness thereof, I ask them questions about what makes it boring, what they can do about it and so on \u2013 hopefully making them better aware of interesting possibilities in what they were doing. In some cases, people have hinted to me that they are considering quitting their \u201cboring\u201d job and looking for a reaction. Under such circumstances, to be fair to the coachee and to the coachee\u2019s employer (who is paying my fees!), I would say the best option is to ask the coachee questions exploring his rationale for leaving (without being judgmental on whether it is right or wrong) \u2013 like what does he think leaving the job will achieve, how will it get him closer to his goals, how is he sure that the same problems would not repeat themselves in the new organization and so on. The ultimate decision should be the coachee\u2019s based on introspection triggered by your questions. He may still choose to quit \u2013 but that is another matter! As far as you are concerned as a coach, you have played it fair & square. It is not unthinkable that you as the coach may actually agree with his rationale for seeking another job!<\/p>\n\n\n\n
A related aspect is also the organizational environment in which the coachee works \u2013 over & above his immediate work\/role discussed above. In sports coaching, the strong individual motivation is a given and the coachee has a great deal of control over what he can and cannot do to enhance his performance. The circumstances for software project managers are different. Their GROW model is in the context of an organization with its culture, policies, processes and so on. As a coach, I have encountered some real challenges here \u2013 the Project Manager may be aspiring to do something of value in his project but his line management and work environment may not be supportive. Some organizational policies can be insensitive to people and even draconian. In one software development organization, if project team members logged in less than 40 hours per week of approved work, there would be automatic cuts in their pay while the significant additional work needed at other times went scarcely noticed! How can one be expected to learn and enjoy their work in such an environment? In such cases, we do bring it up with the line management for addressing them and offer our help as well. To be honest, it worked sometimes and it did not in as many cases.<\/p>\n\n\n\n
In summary, as a practicing coach, you are bound to run into situations like the ones above which make you stop and ponder as to what extent theory can lead practice! You may need to introspect and think of newer ways of extending \u201ctheory\u201d or just use good old common sense and move on! At PM Power, we have the coaches\u2019 conclave where these situations are discussed to see how best to help the coachee considering all the circles of influence. It has significantly helped our coaches in specific situations and in honing their coaching skills in general.<\/p>\n\n\n\n
We invite you to share your coaching experiences (as a coach or a coachee) and we would be happy to share our perspectives which may be of help. You may reach us at info@pm-powerconsulting.com.<\/p>\n","post_title":"Journey of a coach - theory & practice (Part II)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-ii","to_ping":"","pinged":"","post_modified":"2024-01-29 10:54:32","post_modified_gmt":"2024-01-29 10:54:32","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1456","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1514,"post_author":"31","post_date":"2014-11-02 12:24:22","post_date_gmt":"2014-11-02 06:54:22","post_content":"\n
A speaker finishes a great speech \u2013 at least, HE thinks it is great! He then asks, \u201cAny questions?\u201d What does he expect? If I were him, I would expect the audience to demonstrate a level of understanding of what the speech was all about and ask meaningful questions - clarifying the ground covered and even extending from there.<\/p>\n\n\n\n
These are situations where one actually wants to be questioned to get a sense a satisfaction that the effort (the speech, in this case) has been worthwhile. But there are other situations where being questioned has a very negative connotation. It implies questioning the ability of the person being questioned or the work that he has done.<\/p>\n\n\n\n
The important thing is that the intent of questioning should be to seek understanding rather than putting down someone. Hence, even the tone of questioning is very important. Consider the difference between, \u201cWhy did you do THAT?\u201d and \u201cWhat are your reasons for doing THAT?\u201d<\/p>\n\n\n\n
The tone of the former question is judgmental while the same question asked differently demonstrates an openness and a neutral tone. The tone is important because it can either put people off & make them defensive or it can make them relaxed and explain their rationale for an idea or a course of action.<\/p>\n\n\n\n
From the above, it follows that there is a big difference between \u201cquestioning\u201d and \u201casking questions\u201d.<\/p>\n\n\n\n
$\"image\"$ <\/figure>\n\n\n\n
In the work context, a manager who adopts an approach of \u201casking questions\u201d enables an environment where his reportees apply their mind to the situation at hand and exercise their best judgment on the right course of action.<\/p>\n\n\n\n
The manager can use questions to expand the reportee\u2019s thinking and make him aware of aspects he may not have thought of (instead of just instructing him what to do).<\/p>\n\n\n\n
Hence asking questions contributes to the reportee\u2019s overall development and ability to deal with situations with minimal oversight. Equally important, it enables greater responsibility on the part of the reportee so that the implementation aspects of his suggestions are fully owned by him.<\/p>\n\n\n\n
Through this, the manager\u2019s time is also freed up from routine oversight functions to take up important but not urgent tasks.<\/p>\n\n\n\n
In a highly dynamic world, the approach of \u201casking questions\u201d is not just \u201ca nice to have\u201d but an imperative to empower people and ensure that the organization as a whole responds fast to changes in the environment.<\/p>\n\n\n\n
\u201cAsking questions\u201d is an essential part of the tool set of a coach who may be the line manager himself. You consciously adopt the approach for improving the \u201cawareness\u201d of the coachee and therefore, open his mind to his perceptions & other possibilities and take \u201cresponsibility\u201d for the options for actions that he chooses.<\/p>\n\n\n\n
Finally, adopting the approach of \u201casking questions\u201d needs a complementing skill which is ACTIVE listening. A coach cannot sustain a session of asking questions without actually listening well, understanding and re-phrasing of what the coachee says.<\/p>\n\n\n\n
As with most things in life, practice makes perfect \u2013 it takes time and experience to hone the approach of asking questions and the skill of active listening. But they can indeed be developed for individual and organizational benefit. The time to start is NOW!<\/p>\n","post_title":"Questioning and Asking Questions - what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"questioning-and-asking-questions-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:02","post_modified_gmt":"2024-01-29 10:55:02","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1514","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1448,"post_author":"31","post_date":"2014-11-02 06:59:09","post_date_gmt":"2014-11-02 01:29:09","post_content":"\n
This article is part of the series on \u201cJourney of a coach\u201d covering my experiences as a performance coach. You may have the read an earlier article in the series on \u201cJourney of a coach \u2013 the beginning\u201d<\/a>. The journey continues here...<\/p>\n\n\n\n
Yogi Berra, New York Yankees baseball player (arguably the best catcher of all time) said, \u201cIn theory, there is no difference between theory & practice. But in practice, there is!\u201d So, this article is about the theory & practice of coaching for performance \u2013 not baseball players but people managing software projects.<\/p>\n\n\n\n
In my context, the \u201ctheory\u201d was mostly \u201cCoaching for Performance\u201d by John Whitmore (by the way, there is another article of mine on Whitmore<\/a> if you are interested). The \u201cpractice\u201d was, of course, my actual experiences over the years.<\/p>\n\n\n\n
A caveat \u2013 I am not here to debunk theory and hail practice - as a cardiac surgeon might! I have a great deal of respect for Whitmore\u2019s book on Coaching for Performance. The book provided a solid reference and a practical guide for my work as a coach all these years.<\/p>\n\n\n\n
However, I do have my own \u201cinterpretations\u201d and \u201cextensions\u201d of the theory in actual practice which I wish to share. I will use the diagram below which shows the context for coaching.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
You can see the \u201ccircles of influence\u201d around the coachee which would have a bearing on coaching and its effectiveness. We will cover each of these circles with examples. Note that the coach\u2019s experience, beliefs and perceptions are also significant in the context in addition to his skills for coaching.<\/p>\n\n\n\n
Circle #1: Are all situations \u201ccoaching situations\u201d?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The first circle of influence is the coaching situation faced by the coachee at work. For example, it could be that he is recently promoted and finds gaining acceptance in his team a challenge.<\/p>\n\n\n\n
The question is whether all such work situations are amenable for coaching - whether you are the manager of the coachee or an external coach. If you follow the \u201ctheory\u201d (that is Whitmore), a coaching style can become the default management style of the entire organization for all occasions.<\/p>\n\n\n\n
In other words, all manager-reportee interactions can naturally follow the coaching style \u2013 the manager following the sequence of helping his reportee to identify the goal he is seeking to achieve, assess the current state of affairs, consider the available options to achieve the goal and making the commitment-making to make it happen.<\/p>\n\n\n\n
That is all very well, but what if you are a commando fighting a guerrilla war in a jungle and see a metal tube from the foliage pointing at you. Your commander (\u201cmanager\u201d) is not going to coach you through the situation, is he?<\/p>\n\n\n\n
There are also other equivalent (but less extreme) situations at work when time is of essence and all that the coachee needs is information or simple direction (like for example, how to balance staff loading in a project schedule).<\/p>\n\n\n\n
So, my interpretation of theory is that there is better pay-off of coaching in some situations than others. However, there are many, many work situations wherein the quality of work<\/b> or results<\/b> is very important, the learning<\/b> for the coachee very important and it is not an emergency<\/b>. Coaching is very relevant in those cases.<\/p>\n\n\n\n
Circle #2: Are people always receptive to coaching?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The next circle of influence is relating to how receptive people are to coaching even if their work situation was amenable for it.<\/p>\n\n\n\n
Are they motivated enough to become more aware<\/b> and take responsibility<\/b> by themselves and not just because their employer has enrolled them in a training & coaching program?<\/p>\n\n\n\n
Maslow\u2019s theory is that motivation is linked to the stage an individual is at in a hierarchy of needs (see diagram below from Whitmore\u2019s Coaching for Performance). Note that Whitmore has split Maslow\u2019s Esteem stage into two \u2013 Esteem from others and Self-esteem.<\/p>\n\n\n\n
At the stage of Esteem from others, one is looking \u201cexternal\u201d recognition and prestige as motivators. At the stage of Self-esteem, external motivators tend to become less important. More important is the need to make a difference and being empowered to do so enhancing self-esteem. This self-esteem stage is where coaching makes the biggest impact for personal growth.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
Source: Coaching for Performance by John Whitmore<\/i><\/p>\n\n\n\n
There are a few more \u201ccircles\u201d to cover which we will in Part II of the article.<\/p>\n\n\n\n
Till then...<\/p>\n","post_title":"Journey of a coach - theory & practice (Part I)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-i","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:34","post_modified_gmt":"2024-01-29 10:55:34","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1521,"post_author":"26","post_date":"2014-10-30 10:57:02","post_date_gmt":"2014-10-30 05:27:02","post_content":"\n
$\"Network_whenhow2\"$ <\/a><\/figure>\n\n\n\n
One is never without a network and if you are reading this - it may be more to know how to grow it and\/or to overcome obstacles, often due to one's level comfort with so called \"networking\".<\/p>\n\n\n\n
If you look at how you:<\/p>\n\n\n\n
\n
got the opportunity to work in your current position<\/li>\n\n\n\n
got into your college\/school<\/li>\n\n\n\n
got your house on rent or bought your apartment<\/li>\n<\/ul>\n\n\n\n
you will see that a network - formal, informal or virtual (internet based) was at play.<\/p>\n\n\n\n
I will focus on growing your professional network and a few simple steps for it and not delve into specifics of social media, as all of you would be familiar with it.<\/p>\n\n\n\n
First, start with your existing network - which will be your current and past colleagues, your college and school alumni, friends and family. See that you stay in touch with them, by meeting them up or electronically, if you are not in touch start right away. Sending greetings for important occasions, festivals and events is a good way to start. Make it a point to call a few of them over the commute\/ weekends and work on the complete list slowly and steadily, start at top the list again once you complete it.<\/p>\n\n\n\n
What if you need to ask for a reference or a favor from a person with whom you are not in regular touch. The best way to is to be honest, there is no point in coming up with a phony reason to get in touch with them and ask for what you want. Your honesty will be appreciated, after that do thank them and make an effort to stay in touch with them. See that your nurture this set of contacts where you have already made a start.<\/p>\n\n\n\n
Once, when I was looking out for a job using my network, I made it a point to call and thank all those who forwarded my resume to their contacts and I sent a book as a gift to thank all those contacts whose help took me to the interview stage. I did it without any motive and what amazed me was the warmth from these contacts in all my future interactions.<\/p>\n\n\n\n
Second area to focus on are the professional events - there will be events where your technical or managerial domain will be the focus. You may be sponsored\/encouraged by your organizations to attend them, do not let is pass citing an excuse of being busy. Do make time to attend a few of them. If you find that you do not have this opportunity then see that you find such events and enroll yourself.<\/p>\n\n\n\n
In my experience these events certainly help you make a few contacts, you will always find a few persons whom you will find interesting and knowledgeable and connect effortlessly. The key is to nurture this - see that you follow-up with a mail and\/or a call.<\/p>\n\n\n\n
If you are the type who feels inhibited to make an opening, then do not worry. I was advised by one of my mentors to just listen and not worry about talking and enjoy being there. If you listen and observe intently you will find yourself talking soon. Your focus on the interactions and not on your perceived ability, does the trick. Try it a couple of times and see for yourself.<\/p>\n\n\n\n
Lastly, for anything to succeed one has to have the desire, then comes the effort and discipline for achieving it. A small progress or a step with positive result, is the best encouragement for you to strive towards your goals. Do ponder on your actions and results to stay focused on continuing to do this.<\/p>\n\n\n\n
One related question I hear from many of my coachees is \"visibility\" within the organization. More on that in a later post.<\/p>\n","post_title":"Networking - when and how to begin?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"networking-when-and-how-to-begin","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:58","post_modified_gmt":"2024-01-29 14:50:58","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1521","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1517,"post_author":"30","post_date":"2014-10-29 09:30:26","post_date_gmt":"2014-10-29 04:00:26","post_content":"\n
$\"sell-it\"$ <\/a><\/figure>\n\n\n\n
As a child, I used to come up with various ideas for almost anything, and ask for Rs. 1000\/- per idea. Being a child, nobody would want to pay money, that too a thousand Rupees \u2013 but, I would get something else as an appreciation for my efforts. A toffee, a cone ice cream etc.<\/p>\n\n\n\n
Further on, when I used to be active in small groups, selling was more of ideas and to get the team to converge on something, that the group can take as an action.<\/p>\n\n\n\n
As a team leader, I needed to sell the vision of the project to the team, to get everybody\u2019s buy in.<\/p>\n\n\n\n
More recently, I have been in contact with many aspiring and active entrepreneurs. Selling is something that they do with every breath.<\/p>\n\n\n\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

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\n
Over the last three decades of my corporate life, I have always found that this topic has always evoked passion at all points of time. Everybody has a perspective and a logic to go along with it. My own views in the early part of my career used to be biased based on which approach left me feeling good. Of course, now I believe I have the ability to take a step back and look at them dispassionately.<\/p>\n\n\n\n
So then which is the good system?<\/p>\n\n\n\n
Well first let me put the two systems in perspective, before I give you my logic. Feel free to critic, add, buttress with what you believe.<\/p>\n\n\n\n
Bell Curve<\/strong><\/p>\n\n\n\n
The Bell Curve proponents would typically cite the likes of Jack F Welch in their favour. The argument being that there has to be some one in the (say) bottom 5% who need to be regularly weeded out. This way the organization retains only those who can live up to the pressure of staying in the race. Then by the same logic (say) only the top 10% have to be rated outstanding in the relative sweepstakes. This way the organization truly recognizes the top of the pile who make a larger difference. This will ensure that everyone wants to race to the top\u2026 After all does anyone remember the participants in the Olympics sprint \u2013 only the winner is recognized, even if the victory was in a photo-finish, isn\u2019t it. So this model does sound good and seems to promote performance, isn\u2019t it or does it?<\/p>\n\n\n\n
So, if (say) only the top 10% are going to make it big, will there co-operation among the top 20% \u2013 30%? Would you rather see your peer fail, and you make it to the top, than the organization succeed? Everyone is now running their own race. If the bottom 5% are going to be weeded, will the bottom 15% feel this as a place to stay or start increasing the churn more than you want? Will they all be looking at contributing to the project on hand or be worried about their future? Will this further impede their contribution to the project?<\/p>\n\n\n\n
Absolute Performance<\/strong><\/p>\n\n\n\n
The absolute performance proponents would state that the goal setting exercise sets the expectation. So when it comes to measuring if you have performed better than the goals (how many ever in the team), everyone then deserves to be ranked an out performer. If you have missed the goals by a pre-set margin, only then you are an underperformer. Well all through our school days it was clear what would give a distinction or what would cause me to fail the exams isn\u2019t it. This would be reinforced by the fact that in a team model \u2013 the team is not in a race amongst themselves, so everyone will be willing to help thy buddy to succeed as well, thus reinforcing the team first principle. If someone still underperforms, then it\u2019s appropriate to let go. After all everyone feels happy when everyone around them is happily rated. So this model sounds good too to promote team performance, is it or is it not?<\/p>\n\n\n\n
So, if a whole range of them outperform the targets \u2013 what does it mean? Was the manager setting the target too low? Or would we land up in the situation where even a 99.5% does not guarantee you an admission in St. Stephens College, Delhi? Would everyone really be happy if the majority are declared to be outperforming (will the share of the cream in the cake be sufficient for all of them)? Would we start sympathizing and enabling the dead wood in the organization to some how cross the minimum threshold? Will we eventually land up with mediocrity?<\/p>\n\n\n\n
How do you choose the system?<\/strong><\/p>\n\n\n\n
I am sure all these thoughts and many more go through the minds of the managers, the HR folks, the team, the organization leaders when they set up and run the systems. After all both systems have their own merits and have their own draw backs.<\/p>\n\n\n\n
I don\u2019t believe the systems per se are the issue. I believe it\u2019s the implementation that\u2019s an issue. Additionally an organization, should be keeping the system aligned with the expected behaviour from its employees. How much does team performance matter? How much does individual performance matter? Or can the organization go beyond this?<\/p>\n\n\n\n
What are the real issues ?<\/strong><\/p>\n\n\n\n
So where do the real issues come in then, with appraisals?<\/p>\n\n\n\n
First, I have seen that when I as a manager have not been giving regular feedback through the year, and helping with the development plan of my team member, I run into a problem at the end of the year. The appraisals look more like reprisals to the employee \u2013 because if they had appropriate feedback, they could have taken necessary pro-active steps to ensure their success and eventually the organization success.<\/p>\n\n\n\n
Next, when the stated organizational position is absolute performance, but then an organization thru unwritten action pushes the manager to necessarily fit a bell curve \u2013 it creates invisible chaos. I have noticed many a manager then succumbs to the pressure, because after all his\/ her own rating would be at stake if the unwritten expectation is not acted upon. Later when briefing the team there\u2019s a disconnect when the team member questions the ranking. The manager cannot explicitly state he did not stick to the organization philosophy and neither state he succumbed to the chain of command\u2019s unwritten message.<\/p>\n\n\n\n
Or when in an absolute performance system, there\u2019s an initial euphoria \u2013 with everyone knowing that they probably bettered the stated expectation. However if the organization has not outperformed \u2013 the limited goodies that come along now get split more evenly with more people. So does it now lead employees to believe that the good grading is a placebo. Should the organization have been more diligent in the level of the target being set early on in the game? Will it now start making the team not worry about the grading and encourage mediocrity?<\/p>\n\n\n\n
In addition to all these, not every thing we do is easily measurable, much less comparable. So the objectivity of the manager is already subject to his\/ her pre-existing perspective. So, can the manager ensure that it does not cloud the appraisal process?<\/p>\n\n\n\n
In Conclusion<\/strong><\/p>\n\n\n\n
In conclusion, I would say that if the true strategy of the organization and its execution is aligned and well stated, it will make any system work reasonably well. Or not doing that every system will create only a set of issues.<\/p>\n\n\n\n
Personally, I would like to see a system where the organization decentralizes this decision at the level at which people can make the decisions on allocation of budgets, career moves, promotions, hiring and firing \u2013 which in many ways are the outcome of this process. The closer you bring this to the place of action, the better aligned it will be to the needs of the team. The process of allocation from the corporate to these groups itself, should also be made clear up-front. That to me is true empowerment. That to me will show the ability of the corporate to create a self-managing organization.<\/p>\n\n\n\n
What\u2019s your thought? Do you think these systems can be fairly built or is it a mirage? If yes, how do you do it? If you think it\u2019s a mirage, then how do you lead in today\u2019s knowledge industry?<\/p>\n\n\n\n
<\/p>\n","post_title":"Performance Appraisal : Bell Curve or Absolute Performance - What's good?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"performance-appraisal-bell-curve-or-absolute-performancewhats-good","to_ping":"","pinged":"","post_modified":"2024-09-23 20:14:40","post_modified_gmt":"2024-09-23 14:44:40","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3391","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3510,"post_author":"26","post_date":"2015-06-12 13:52:40","post_date_gmt":"2015-06-12 08:22:40","post_content":"\n
$\"Cryptic$ <\/a>
Cryptic daily stand up<\/figcaption><\/figure>\n\n\n\n
The Daily Scrum is one ceremony that the teams following Scrum adopt quickly. There are some hiccups initially, which are sorted out, often with inputs from the coach\/guide. The ceremony is on time and at fixed time, occurs even if Scrum Master is not present, team members unable to attend do call in or provide an email update. Good going!<\/p>\n\n\n\n
Now slowly things change and either the updates become cryptic or verbose. After observing many teams go through this, what comes to my mind is a famous rhetorical question on delays in projects:<\/p>\n\n\n\n
Q: How does a project get delayed by a month?<\/em><\/p>\n\n\n\n
A: One day at a time.<\/em><\/p>\n\n\n\n
Now why am I quoting this here? Because something similar happens. The updates go towards cryptic or verbose as one person goes in that direction and that is not observed\/ corrected. The Scrum Master has a key role in ensuring that the scrum process is followed, he has to be alert to this.<\/p>\n\n\n\n
Here is a typical scenario:<\/p>\n\n\n\n
Mohan is working on a task TKS-210 and has had a bit of a struggle with it. His update in the daily scrum is:<\/p>\n\n\n\n
I was working on TKSK-210, will continue, no impediments. (Sigh.)<\/p>\n\n\n\n
This is accepted, i.e., no one asks any questions, maybe the team members understand the status.<\/p>\n\n\n\n
The next day update too is similar. Now it is likely that couple more team members shift to this style of update. There is an innate, unconscious tendency in humans to mimic, imitate or follow other people, which surfaces time to time. Very soon all updates become similar.<\/p>\n\n\n\n
The ideal update would include some information on -
How much work is done?
When the work is expected to complete?
If completing soon, the team member will certainly state what task he is planning to pick up next.<\/p>\n\n\n\n
Is it quite possible that the thinking on \u201cwhat next\u201d will not happen in the minds, and that is not good. There is a possibility that \u201cI will continue...\u201d kind of update will result in the person continue on task and not take up another, even if it were possible, as words said aloud influence thoughts\/thinking.<\/p>\n\n\n\n
So the Scrum Master and the team has to be alert to how the updates are provided. They can always ask questions to elicit relevant information.<\/p>\n\n\n\n
One practice that will help - is the updating of remaining hours on the task. This if done regularly, will surface in the Daily Scrum and result in update being more specific. If the remaining hours on a task is a fraction of the day, it prompts the team member to the \u201cwhat next\u201d thinking, and share the same.<\/p>\n\n\n\n
Do you have any similar experiences? Would like to hear them as well as your views.<\/p>\n","post_title":"Keeping Daily Scrum focused...","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"keeping-daily-scrum-focused","to_ping":"","pinged":"","post_modified":"2024-01-29 14:49:32","post_modified_gmt":"2024-01-29 14:49:32","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3510","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3343,"post_author":"26","post_date":"2015-05-15 09:38:10","post_date_gmt":"2015-05-15 04:08:10","post_content":"\n
As a coach, a recurring situation one faces, towards the end of the first sprint after the coaching has started, is the push and shove to the retrospective. After seemingly making the team understand that two key aspect of Agile Scrum are to surface the problems at the earliest<\/strong> and avoiding any kind of waste<\/strong>. I naively expected that the team will be eager to do the retrospective, but wiser now.<\/p>\n\n\n\n
$\"lookingback\"$ <\/figure>\n\n\n\n
<\/p>\n\n\n\n
The team will be scrambling to wrap up the work and close all stories to meet the sprint commitment made, the sprint will be kept open till the the very end and at times a few hours into the next sprint. The Sprint Planning for next sprint has to start, the Sprint Review needs to happen for stories to be closed, where is the time for retrospective? Can it be done next time?<\/p>\n\n\n\n
At times they combine Retrospective and Sprint Planning, which results in speeding through the retrospective and getting quickly into the planning. Add to this the different locations and time zones of the PO and Scrum Team. The retrospective at times is scheduled after Sprint Planning, which is anyway better than not having it at all.<\/p>\n\n\n\n
So here is how it goes, the three questions are asked, inputs collated and a mail sent to all stakeholders and the collated inputs made available in a common area. Very less focus on listening to each other and trying to resolve issues.<\/p>\n\n\n\n
The way I deal with this is that I share with the Scrum Master and team on how an ideal Retrospective should proceed and leave it to them to get close to it:
- Use post-its to capture what went well, stick on board, have one of team read all of it. Clarify any point that is not clear,
- Same for what did not go well,
- Same for what they would start to do,
- At this juncture prioritize the start to do\/action items and brainstorm, starting from top till the time runs out.<\/p>\n\n\n\n
This has worked well, teams typically identify one to three items and come up with reasonable details for implementing them. If required I remind them of these mid sprint, some steps are taken and progress made, this helps in them getting into the habit of doing retrospectives regularly.<\/p>\n\n\n\n
One more point to note is that a problem that seems \u201ca way of life\u201d, at end of first sprint may get some solutions, in the subsequent sprint. My reading of this is that the problem when noted first is annoying and frustrating, team is mentally tired to work on it. But when the same problem surfaces again, they are able to come up with a solution, as the frustration is vented in past.<\/p>\n\n\n\n
Let me share one example. This is to do with a scarce DBA resource causing stories to be re-opened due to delayed inputs\/review. At the end of first sprint they made note of this issue and came out strongly on \u201cthis how it is going to be\u201d, \u201cwe have escalated enough already in past\u201d. The issue surfaced again in next sprint, as it was discussed before, the emotions were in check. One of team suggested that we use the grooming pattern, i.e., plan\/do in advance. They figured out a way to deal with it.<\/p>\n\n\n\n
Another oft repeating issue is the frustration of not being able to close a story, because just the show and tell (demo) could not happen, or a build and test in correct environment was not completed due to big queue in CM. The team argues for closing the story, they feel that they are loosing story points for no fault of theirs. Here as a coach, one has to reinforce the concept of \u201cDone\u201d and revisit the concept of \u201cVelocity\u201d.<\/p>\n","post_title":"Initial coaching interventions for Retrospectives","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"initial-coaching-interventions-for-retrospectives","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:04","post_modified_gmt":"2024-01-29 14:50:04","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3343","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3339,"post_author":"26","post_date":"2015-04-11 09:33:55","post_date_gmt":"2015-04-11 04:03:55","post_content":"\n
Teams new to Scrum have a product backlog. The backlog will be groomed to some degree, typically have clarity for up to one to two sprints. The priority will be clear, with fair amount of detail on the requirements. The estimates may be present, it could be story points or a masked form of an effort estimate.<\/p>\n\n\n\n
The Product Owner (PO), who is not co-located in most of the teams will participate in Sprint Planning and along with the Scrum Master and team pick a set of stories to be done in the Sprint. After this the team jumps into doing the work. Detailed Sprint Planning is given a miss as PO will not be available for the entire duration and the team reluctant to do task based estimate for variety of reasons, if they do it is done by a few senior members of the team.<\/p>\n\n\n\n
This is where the first intervention from coach is needed, coax them to do detailed planning i.e., break down the stories into tasks and corresponding effort estimates. Insist that the entire team be involved and ensure that they balance the work they are taking up with the capacity the team has. Here is where they get to see one of the characteristics of Scrum \u2013 uncovering the problems at the earliest, and as a coach one should ensure that they become aware of it.<\/p>\n\n\n\n
$\"Sprint_Plan_1\"$ <\/figure>\n\n\n\n
Few things they discover:
- there may not be enough Analysis\/Dev\/DBA\/QA capacity in the team
- some of the team may not be fully utilized
- as they break down stories to tasks they realize that some stories cannot be completed, due to external dependencies, that is unlikely to be fulfilled.
- they may require more information from the PO.
- lastly the entire team gains an understanding what is planned to be accomplished.<\/p>\n\n\n\n
And it is interesting to see how they work around this:
- make use of team members not fully utilized to accomplish some of the tasks.
- the above at times involves redistributing the work, so that team members volunteering outside their domain, can take up relatively simpler tasks.
- go back to PO\/stakeholders and try to get the dependencies resolved or pick another story, this one requires a push from coach.
- get clarity on requirements from PO, this has to happen the next day.
- re-adjust the sprint backlog taking the above into account.<\/p>\n\n\n\n
$\"Sprint_Plan_2\"$ <\/figure>\n\n\n\n
At times guidelines are adhered to, planning sessions is time-boxed, they assume that all planning needs to happen in one sitting. Here is where, as a coach, one has to make them see the \"why\" behind a particular step, \"what\" outcome is desired? The outcome of having a proper Sprint Plan is more important than accomplishing it a single time-boxed session.<\/p>\n\n\n\n
As they complete this they realize that in past sprints, they grappled with these issues, towards the end of the sprint. Now they have ample time to cope with it \u2013 the benefit of Scrum uncovering problems earlier is leveraged.<\/p>\n\n\n\n
There is reluctance to do task effort estimates. In the traditional planning task estimates are done for entire project even with some requirements not being clear. This would have resulted in lot of waste, this coupled with notion that agile means no planning is the major cause of the reluctance. As a coach, one needs to highlight that there is better clarity on requirements and it is being done for just a sprint, so there is no waste. The reluctance is also due to lack of understanding of the difference between story point, size and effort estimates, this needs to be addressed.<\/p>\n\n\n\n
At this juncture the team is ready to make and take on the commitment with higher confidence. You can see the related blog on retrospectives.<\/p>\n","post_title":"Initial coaching interventions for Sprint Planning","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"initial-coaching-interventions-for-sprint-planning","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:24","post_modified_gmt":"2024-01-29 14:50:24","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3339","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1519,"post_author":"33","post_date":"2014-11-09 12:15:54","post_date_gmt":"2014-11-09 06:45:54","post_content":"\n
$\"\"\/$ <\/figure>\n\n\n\n
  <\/p>\n\n\n\n
Leaders have only two jobs:<\/p>\n\n\n\n
1) Getting work done<\/p>\n\n\n\n
2) Growing the people<\/p>\n\n\n\n
Coaching as a leadership\/management style achieves both.<\/p>\n\n\n\n
With Command & Control approach, managers may get the work done in the short term, by force. But that might have negative impacts on the team in terms of :<\/p>\n\n\n\n
- Lack of ownership<\/p>\n\n\n\n
- Low motivation<\/p>\n\n\n\n
- Poor quality output<\/p>\n\n\n\n
- Low productivity<\/p>\n\n\n\n
- Missed schedules etc.<\/p>\n\n\n\n
Command & Control might also impact development of team members negatively. Teams might wait for manager to give instruction. They might hesitate to take initiative as it might get overruled by the manager. They might stop thinking new & innovative ideas as the manager will always tell them what to do.<\/p>\n\n\n\n
On the other hand, with Coaching as the leadership style, managers will empower the team members to come out with new ideas, solutions and encourage them to implement them. They will help the team members to discover their strengths by asking questions & challenging them. This builds motivation and ownership in the team members.<\/p>\n\n\n\n
Having said that, there are situations where Managers need to use command & control approaches. For example, in a fire fighting situation where extremely quick response in needed. There will be a need for different approaches for different team members \u2013 someone may need more directive input & constant oversight and someone may need a lot of freedom.<\/p>\n\n\n\n
A good leader is one who has high self awareness, self-regulation, self-motivation and empathy through which he\/she can sense and respond differently, in a conscious way, to different situations & different people.<\/p>\n\n\n\n
However, to be a good Leader, coaching way of management style should be the most natural approach and command & control should be the exception.<\/p>\n","post_title":"Coaching vs Command & Control style of Management","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"coaching-vs-command-control-style-of-management","to_ping":"","pinged":"","post_modified":"2024-01-29 15:34:20","post_modified_gmt":"2024-01-29 15:34:20","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1519","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1456,"post_author":"31","post_date":"2014-11-09 12:15:37","post_date_gmt":"2014-11-09 06:45:37","post_content":"\n
In an earlier article \u201cJourney of a coach \u2013 theory & practice (Part I)<\/a>, we introduced the \u201ccircles of influence\u201d which form the context (see diagram below) for coaching process.<\/p>\n\n\n\n
$\"image\"$ <\/a> The circles in the diagram above have a significant bearing on coaching effectiveness and need to be addressed by the coach using the theory of coaching (such as Whitmore\u2019s book on \u201cCoaching for Performance\u201d). In the case of some circles, the theory may \u201cend\u201d at some point and the coach will have \u201cinterpret\u201d and \u201cextend\u201d it for the specific coachee situation at hand.<\/p>\n\n\n\n
We covered the following in Part I of this article:<\/p>\n\n\n\n
\u00b7 Circle #1: Are all situations \u201ccoaching situations\u201d?<\/p>\n\n\n\n
\u00b7 Circle #2: Are people always receptive to coaching?<\/p>\n\n\n\n
In this Part II, we will cover the two remaining circles.<\/p>\n\n\n\n
Circle #3: Are coaches sometimes helpless?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
Circle #3 above regarding \u201cbeliefs, perceptions and personal circumstances\u201d can actually be quite a hard shell hindering coaching progress. But it is often an invisible hard shell because people will share only so much of their innermost beliefs and personal circumstances even though they are impacting their work performance. Coaches make chance discoveries of this shell in the Reality check part (that is, the current state of affairs that needs to improve to meet the Goal) of the Goal-Reality-Options-Will (GROW) model of Whitmore. Here are examples:<\/p>\n\n\n\n
\u00b7 A coachee once candidly admitted that he was himself the reason for his declining performance at work. The reason was that his family was going through his sister\u2019s painful divorce in the US and her life coming back to India. He just could not go about work as usual<\/p>\n\n\n\n
\u00b7 A second coachee had a lot of issues with his manager. He felt that the manager\u2019s lack of domain knowledge resulted in his not realizing & recognizing the value of the coachee\u2019s work. In addition, the coachee seemed to indicate that lack of recognition of his work had to do with his belonging to a minority religious community in India<\/p>\n\n\n\n
\u00b7 Yet another coachee told my colleague (also a Performance Coach) that her problems arose because her boss was an inveterate woman-hater<\/p>\n\n\n\n
These are situations of tight-rope walking for a performance coach! In situations of personal crisis, the coach may only help by sympathetic and patient listening. This may help the coachee more than one would think \u2013 just getting the problem \u201coff his chest\u201d often helps and relieves stress. Being less stressed, he may be able to come to grips with his personal predicament and deal with it better. However, coachee\u2019s entrenched beliefs on, say, religion and gender can be very challenging for the coach to deal with. Some deep-rooted beliefs may indicate pathology needing help from a trained therapist \u2013 far beyond the scope of performance coaching and the ability of the coach.<\/p>\n\n\n\n
Circle #4: Is the coachee\u2019s work environment conducive?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The last circle of influence is the coachee\u2019s work. Sometimes, people have told me that they are \u201cstuck\u201d in positions \u2013 say, \u201croutine\u201d software bug fixing and maintenance where there is really no scope for \u201clearning, enjoyment and fulfillment\u201d (you may like to read My Team is not motivated!!!<\/a> by my colleague Prasanna Moses on this). Most of us would agree that there is far less drudgery at work in today\u2019s knowledge-centric world than even just 30 years ago. We would also agree that there is no such thing as 100% \u201csexy\u201d work (unless of course, you are doing breakthrough work of your calling \u2013 say, in quantum computing). So, when coachees complain about their current work\/role and the lack of sexiness thereof, I ask them questions about what makes it boring, what they can do about it and so on \u2013 hopefully making them better aware of interesting possibilities in what they were doing. In some cases, people have hinted to me that they are considering quitting their \u201cboring\u201d job and looking for a reaction. Under such circumstances, to be fair to the coachee and to the coachee\u2019s employer (who is paying my fees!), I would say the best option is to ask the coachee questions exploring his rationale for leaving (without being judgmental on whether it is right or wrong) \u2013 like what does he think leaving the job will achieve, how will it get him closer to his goals, how is he sure that the same problems would not repeat themselves in the new organization and so on. The ultimate decision should be the coachee\u2019s based on introspection triggered by your questions. He may still choose to quit \u2013 but that is another matter! As far as you are concerned as a coach, you have played it fair & square. It is not unthinkable that you as the coach may actually agree with his rationale for seeking another job!<\/p>\n\n\n\n
A related aspect is also the organizational environment in which the coachee works \u2013 over & above his immediate work\/role discussed above. In sports coaching, the strong individual motivation is a given and the coachee has a great deal of control over what he can and cannot do to enhance his performance. The circumstances for software project managers are different. Their GROW model is in the context of an organization with its culture, policies, processes and so on. As a coach, I have encountered some real challenges here \u2013 the Project Manager may be aspiring to do something of value in his project but his line management and work environment may not be supportive. Some organizational policies can be insensitive to people and even draconian. In one software development organization, if project team members logged in less than 40 hours per week of approved work, there would be automatic cuts in their pay while the significant additional work needed at other times went scarcely noticed! How can one be expected to learn and enjoy their work in such an environment? In such cases, we do bring it up with the line management for addressing them and offer our help as well. To be honest, it worked sometimes and it did not in as many cases.<\/p>\n\n\n\n
In summary, as a practicing coach, you are bound to run into situations like the ones above which make you stop and ponder as to what extent theory can lead practice! You may need to introspect and think of newer ways of extending \u201ctheory\u201d or just use good old common sense and move on! At PM Power, we have the coaches\u2019 conclave where these situations are discussed to see how best to help the coachee considering all the circles of influence. It has significantly helped our coaches in specific situations and in honing their coaching skills in general.<\/p>\n\n\n\n
We invite you to share your coaching experiences (as a coach or a coachee) and we would be happy to share our perspectives which may be of help. You may reach us at info@pm-powerconsulting.com.<\/p>\n","post_title":"Journey of a coach - theory & practice (Part II)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-ii","to_ping":"","pinged":"","post_modified":"2024-01-29 10:54:32","post_modified_gmt":"2024-01-29 10:54:32","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1456","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1514,"post_author":"31","post_date":"2014-11-02 12:24:22","post_date_gmt":"2014-11-02 06:54:22","post_content":"\n
A speaker finishes a great speech \u2013 at least, HE thinks it is great! He then asks, \u201cAny questions?\u201d What does he expect? If I were him, I would expect the audience to demonstrate a level of understanding of what the speech was all about and ask meaningful questions - clarifying the ground covered and even extending from there.<\/p>\n\n\n\n
These are situations where one actually wants to be questioned to get a sense a satisfaction that the effort (the speech, in this case) has been worthwhile. But there are other situations where being questioned has a very negative connotation. It implies questioning the ability of the person being questioned or the work that he has done.<\/p>\n\n\n\n
The important thing is that the intent of questioning should be to seek understanding rather than putting down someone. Hence, even the tone of questioning is very important. Consider the difference between, \u201cWhy did you do THAT?\u201d and \u201cWhat are your reasons for doing THAT?\u201d<\/p>\n\n\n\n
The tone of the former question is judgmental while the same question asked differently demonstrates an openness and a neutral tone. The tone is important because it can either put people off & make them defensive or it can make them relaxed and explain their rationale for an idea or a course of action.<\/p>\n\n\n\n
From the above, it follows that there is a big difference between \u201cquestioning\u201d and \u201casking questions\u201d.<\/p>\n\n\n\n
$\"image\"$ <\/figure>\n\n\n\n
In the work context, a manager who adopts an approach of \u201casking questions\u201d enables an environment where his reportees apply their mind to the situation at hand and exercise their best judgment on the right course of action.<\/p>\n\n\n\n
The manager can use questions to expand the reportee\u2019s thinking and make him aware of aspects he may not have thought of (instead of just instructing him what to do).<\/p>\n\n\n\n
Hence asking questions contributes to the reportee\u2019s overall development and ability to deal with situations with minimal oversight. Equally important, it enables greater responsibility on the part of the reportee so that the implementation aspects of his suggestions are fully owned by him.<\/p>\n\n\n\n
Through this, the manager\u2019s time is also freed up from routine oversight functions to take up important but not urgent tasks.<\/p>\n\n\n\n
In a highly dynamic world, the approach of \u201casking questions\u201d is not just \u201ca nice to have\u201d but an imperative to empower people and ensure that the organization as a whole responds fast to changes in the environment.<\/p>\n\n\n\n
\u201cAsking questions\u201d is an essential part of the tool set of a coach who may be the line manager himself. You consciously adopt the approach for improving the \u201cawareness\u201d of the coachee and therefore, open his mind to his perceptions & other possibilities and take \u201cresponsibility\u201d for the options for actions that he chooses.<\/p>\n\n\n\n
Finally, adopting the approach of \u201casking questions\u201d needs a complementing skill which is ACTIVE listening. A coach cannot sustain a session of asking questions without actually listening well, understanding and re-phrasing of what the coachee says.<\/p>\n\n\n\n
As with most things in life, practice makes perfect \u2013 it takes time and experience to hone the approach of asking questions and the skill of active listening. But they can indeed be developed for individual and organizational benefit. The time to start is NOW!<\/p>\n","post_title":"Questioning and Asking Questions - what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"questioning-and-asking-questions-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:02","post_modified_gmt":"2024-01-29 10:55:02","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1514","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1448,"post_author":"31","post_date":"2014-11-02 06:59:09","post_date_gmt":"2014-11-02 01:29:09","post_content":"\n
This article is part of the series on \u201cJourney of a coach\u201d covering my experiences as a performance coach. You may have the read an earlier article in the series on \u201cJourney of a coach \u2013 the beginning\u201d<\/a>. The journey continues here...<\/p>\n\n\n\n
Yogi Berra, New York Yankees baseball player (arguably the best catcher of all time) said, \u201cIn theory, there is no difference between theory & practice. But in practice, there is!\u201d So, this article is about the theory & practice of coaching for performance \u2013 not baseball players but people managing software projects.<\/p>\n\n\n\n
In my context, the \u201ctheory\u201d was mostly \u201cCoaching for Performance\u201d by John Whitmore (by the way, there is another article of mine on Whitmore<\/a> if you are interested). The \u201cpractice\u201d was, of course, my actual experiences over the years.<\/p>\n\n\n\n
A caveat \u2013 I am not here to debunk theory and hail practice - as a cardiac surgeon might! I have a great deal of respect for Whitmore\u2019s book on Coaching for Performance. The book provided a solid reference and a practical guide for my work as a coach all these years.<\/p>\n\n\n\n
However, I do have my own \u201cinterpretations\u201d and \u201cextensions\u201d of the theory in actual practice which I wish to share. I will use the diagram below which shows the context for coaching.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
You can see the \u201ccircles of influence\u201d around the coachee which would have a bearing on coaching and its effectiveness. We will cover each of these circles with examples. Note that the coach\u2019s experience, beliefs and perceptions are also significant in the context in addition to his skills for coaching.<\/p>\n\n\n\n
Circle #1: Are all situations \u201ccoaching situations\u201d?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The first circle of influence is the coaching situation faced by the coachee at work. For example, it could be that he is recently promoted and finds gaining acceptance in his team a challenge.<\/p>\n\n\n\n
The question is whether all such work situations are amenable for coaching - whether you are the manager of the coachee or an external coach. If you follow the \u201ctheory\u201d (that is Whitmore), a coaching style can become the default management style of the entire organization for all occasions.<\/p>\n\n\n\n
In other words, all manager-reportee interactions can naturally follow the coaching style \u2013 the manager following the sequence of helping his reportee to identify the goal he is seeking to achieve, assess the current state of affairs, consider the available options to achieve the goal and making the commitment-making to make it happen.<\/p>\n\n\n\n
That is all very well, but what if you are a commando fighting a guerrilla war in a jungle and see a metal tube from the foliage pointing at you. Your commander (\u201cmanager\u201d) is not going to coach you through the situation, is he?<\/p>\n\n\n\n
There are also other equivalent (but less extreme) situations at work when time is of essence and all that the coachee needs is information or simple direction (like for example, how to balance staff loading in a project schedule).<\/p>\n\n\n\n
So, my interpretation of theory is that there is better pay-off of coaching in some situations than others. However, there are many, many work situations wherein the quality of work<\/b> or results<\/b> is very important, the learning<\/b> for the coachee very important and it is not an emergency<\/b>. Coaching is very relevant in those cases.<\/p>\n\n\n\n
Circle #2: Are people always receptive to coaching?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The next circle of influence is relating to how receptive people are to coaching even if their work situation was amenable for it.<\/p>\n\n\n\n
Are they motivated enough to become more aware<\/b> and take responsibility<\/b> by themselves and not just because their employer has enrolled them in a training & coaching program?<\/p>\n\n\n\n
Maslow\u2019s theory is that motivation is linked to the stage an individual is at in a hierarchy of needs (see diagram below from Whitmore\u2019s Coaching for Performance). Note that Whitmore has split Maslow\u2019s Esteem stage into two \u2013 Esteem from others and Self-esteem.<\/p>\n\n\n\n
At the stage of Esteem from others, one is looking \u201cexternal\u201d recognition and prestige as motivators. At the stage of Self-esteem, external motivators tend to become less important. More important is the need to make a difference and being empowered to do so enhancing self-esteem. This self-esteem stage is where coaching makes the biggest impact for personal growth.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
Source: Coaching for Performance by John Whitmore<\/i><\/p>\n\n\n\n
There are a few more \u201ccircles\u201d to cover which we will in Part II of the article.<\/p>\n\n\n\n
Till then...<\/p>\n","post_title":"Journey of a coach - theory & practice (Part I)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-i","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:34","post_modified_gmt":"2024-01-29 10:55:34","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1521,"post_author":"26","post_date":"2014-10-30 10:57:02","post_date_gmt":"2014-10-30 05:27:02","post_content":"\n
$\"Network_whenhow2\"$ <\/a><\/figure>\n\n\n\n
One is never without a network and if you are reading this - it may be more to know how to grow it and\/or to overcome obstacles, often due to one's level comfort with so called \"networking\".<\/p>\n\n\n\n
If you look at how you:<\/p>\n\n\n\n
\n
got the opportunity to work in your current position<\/li>\n\n\n\n
got into your college\/school<\/li>\n\n\n\n
got your house on rent or bought your apartment<\/li>\n<\/ul>\n\n\n\n
you will see that a network - formal, informal or virtual (internet based) was at play.<\/p>\n\n\n\n
I will focus on growing your professional network and a few simple steps for it and not delve into specifics of social media, as all of you would be familiar with it.<\/p>\n\n\n\n
First, start with your existing network - which will be your current and past colleagues, your college and school alumni, friends and family. See that you stay in touch with them, by meeting them up or electronically, if you are not in touch start right away. Sending greetings for important occasions, festivals and events is a good way to start. Make it a point to call a few of them over the commute\/ weekends and work on the complete list slowly and steadily, start at top the list again once you complete it.<\/p>\n\n\n\n
What if you need to ask for a reference or a favor from a person with whom you are not in regular touch. The best way to is to be honest, there is no point in coming up with a phony reason to get in touch with them and ask for what you want. Your honesty will be appreciated, after that do thank them and make an effort to stay in touch with them. See that your nurture this set of contacts where you have already made a start.<\/p>\n\n\n\n
Once, when I was looking out for a job using my network, I made it a point to call and thank all those who forwarded my resume to their contacts and I sent a book as a gift to thank all those contacts whose help took me to the interview stage. I did it without any motive and what amazed me was the warmth from these contacts in all my future interactions.<\/p>\n\n\n\n
Second area to focus on are the professional events - there will be events where your technical or managerial domain will be the focus. You may be sponsored\/encouraged by your organizations to attend them, do not let is pass citing an excuse of being busy. Do make time to attend a few of them. If you find that you do not have this opportunity then see that you find such events and enroll yourself.<\/p>\n\n\n\n
In my experience these events certainly help you make a few contacts, you will always find a few persons whom you will find interesting and knowledgeable and connect effortlessly. The key is to nurture this - see that you follow-up with a mail and\/or a call.<\/p>\n\n\n\n
If you are the type who feels inhibited to make an opening, then do not worry. I was advised by one of my mentors to just listen and not worry about talking and enjoy being there. If you listen and observe intently you will find yourself talking soon. Your focus on the interactions and not on your perceived ability, does the trick. Try it a couple of times and see for yourself.<\/p>\n\n\n\n
Lastly, for anything to succeed one has to have the desire, then comes the effort and discipline for achieving it. A small progress or a step with positive result, is the best encouragement for you to strive towards your goals. Do ponder on your actions and results to stay focused on continuing to do this.<\/p>\n\n\n\n
One related question I hear from many of my coachees is \"visibility\" within the organization. More on that in a later post.<\/p>\n","post_title":"Networking - when and how to begin?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"networking-when-and-how-to-begin","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:58","post_modified_gmt":"2024-01-29 14:50:58","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1521","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1517,"post_author":"30","post_date":"2014-10-29 09:30:26","post_date_gmt":"2014-10-29 04:00:26","post_content":"\n
$\"sell-it\"$ <\/a><\/figure>\n\n\n\n
As a child, I used to come up with various ideas for almost anything, and ask for Rs. 1000\/- per idea. Being a child, nobody would want to pay money, that too a thousand Rupees \u2013 but, I would get something else as an appreciation for my efforts. A toffee, a cone ice cream etc.<\/p>\n\n\n\n
Further on, when I used to be active in small groups, selling was more of ideas and to get the team to converge on something, that the group can take as an action.<\/p>\n\n\n\n
As a team leader, I needed to sell the vision of the project to the team, to get everybody\u2019s buy in.<\/p>\n\n\n\n
More recently, I have been in contact with many aspiring and active entrepreneurs. Selling is something that they do with every breath.<\/p>\n\n\n\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 10 of 12 Previous 1 … 9 10 11 12 Next

\n
$\"\"$ <\/figure>\n\n\n\n
Over the last three decades of my corporate life, I have always found that this topic has always evoked passion at all points of time. Everybody has a perspective and a logic to go along with it. My own views in the early part of my career used to be biased based on which approach left me feeling good. Of course, now I believe I have the ability to take a step back and look at them dispassionately.<\/p>\n\n\n\n
So then which is the good system?<\/p>\n\n\n\n
Well first let me put the two systems in perspective, before I give you my logic. Feel free to critic, add, buttress with what you believe.<\/p>\n\n\n\n
Bell Curve<\/strong><\/p>\n\n\n\n
The Bell Curve proponents would typically cite the likes of Jack F Welch in their favour. The argument being that there has to be some one in the (say) bottom 5% who need to be regularly weeded out. This way the organization retains only those who can live up to the pressure of staying in the race. Then by the same logic (say) only the top 10% have to be rated outstanding in the relative sweepstakes. This way the organization truly recognizes the top of the pile who make a larger difference. This will ensure that everyone wants to race to the top\u2026 After all does anyone remember the participants in the Olympics sprint \u2013 only the winner is recognized, even if the victory was in a photo-finish, isn\u2019t it. So this model does sound good and seems to promote performance, isn\u2019t it or does it?<\/p>\n\n\n\n
So, if (say) only the top 10% are going to make it big, will there co-operation among the top 20% \u2013 30%? Would you rather see your peer fail, and you make it to the top, than the organization succeed? Everyone is now running their own race. If the bottom 5% are going to be weeded, will the bottom 15% feel this as a place to stay or start increasing the churn more than you want? Will they all be looking at contributing to the project on hand or be worried about their future? Will this further impede their contribution to the project?<\/p>\n\n\n\n
Absolute Performance<\/strong><\/p>\n\n\n\n
The absolute performance proponents would state that the goal setting exercise sets the expectation. So when it comes to measuring if you have performed better than the goals (how many ever in the team), everyone then deserves to be ranked an out performer. If you have missed the goals by a pre-set margin, only then you are an underperformer. Well all through our school days it was clear what would give a distinction or what would cause me to fail the exams isn\u2019t it. This would be reinforced by the fact that in a team model \u2013 the team is not in a race amongst themselves, so everyone will be willing to help thy buddy to succeed as well, thus reinforcing the team first principle. If someone still underperforms, then it\u2019s appropriate to let go. After all everyone feels happy when everyone around them is happily rated. So this model sounds good too to promote team performance, is it or is it not?<\/p>\n\n\n\n
So, if a whole range of them outperform the targets \u2013 what does it mean? Was the manager setting the target too low? Or would we land up in the situation where even a 99.5% does not guarantee you an admission in St. Stephens College, Delhi? Would everyone really be happy if the majority are declared to be outperforming (will the share of the cream in the cake be sufficient for all of them)? Would we start sympathizing and enabling the dead wood in the organization to some how cross the minimum threshold? Will we eventually land up with mediocrity?<\/p>\n\n\n\n
How do you choose the system?<\/strong><\/p>\n\n\n\n
I am sure all these thoughts and many more go through the minds of the managers, the HR folks, the team, the organization leaders when they set up and run the systems. After all both systems have their own merits and have their own draw backs.<\/p>\n\n\n\n
I don\u2019t believe the systems per se are the issue. I believe it\u2019s the implementation that\u2019s an issue. Additionally an organization, should be keeping the system aligned with the expected behaviour from its employees. How much does team performance matter? How much does individual performance matter? Or can the organization go beyond this?<\/p>\n\n\n\n
What are the real issues ?<\/strong><\/p>\n\n\n\n
So where do the real issues come in then, with appraisals?<\/p>\n\n\n\n
First, I have seen that when I as a manager have not been giving regular feedback through the year, and helping with the development plan of my team member, I run into a problem at the end of the year. The appraisals look more like reprisals to the employee \u2013 because if they had appropriate feedback, they could have taken necessary pro-active steps to ensure their success and eventually the organization success.<\/p>\n\n\n\n
Next, when the stated organizational position is absolute performance, but then an organization thru unwritten action pushes the manager to necessarily fit a bell curve \u2013 it creates invisible chaos. I have noticed many a manager then succumbs to the pressure, because after all his\/ her own rating would be at stake if the unwritten expectation is not acted upon. Later when briefing the team there\u2019s a disconnect when the team member questions the ranking. The manager cannot explicitly state he did not stick to the organization philosophy and neither state he succumbed to the chain of command\u2019s unwritten message.<\/p>\n\n\n\n
Or when in an absolute performance system, there\u2019s an initial euphoria \u2013 with everyone knowing that they probably bettered the stated expectation. However if the organization has not outperformed \u2013 the limited goodies that come along now get split more evenly with more people. So does it now lead employees to believe that the good grading is a placebo. Should the organization have been more diligent in the level of the target being set early on in the game? Will it now start making the team not worry about the grading and encourage mediocrity?<\/p>\n\n\n\n
In addition to all these, not every thing we do is easily measurable, much less comparable. So the objectivity of the manager is already subject to his\/ her pre-existing perspective. So, can the manager ensure that it does not cloud the appraisal process?<\/p>\n\n\n\n
In Conclusion<\/strong><\/p>\n\n\n\n
In conclusion, I would say that if the true strategy of the organization and its execution is aligned and well stated, it will make any system work reasonably well. Or not doing that every system will create only a set of issues.<\/p>\n\n\n\n
Personally, I would like to see a system where the organization decentralizes this decision at the level at which people can make the decisions on allocation of budgets, career moves, promotions, hiring and firing \u2013 which in many ways are the outcome of this process. The closer you bring this to the place of action, the better aligned it will be to the needs of the team. The process of allocation from the corporate to these groups itself, should also be made clear up-front. That to me is true empowerment. That to me will show the ability of the corporate to create a self-managing organization.<\/p>\n\n\n\n
What\u2019s your thought? Do you think these systems can be fairly built or is it a mirage? If yes, how do you do it? If you think it\u2019s a mirage, then how do you lead in today\u2019s knowledge industry?<\/p>\n\n\n\n
<\/p>\n","post_title":"Performance Appraisal : Bell Curve or Absolute Performance - What's good?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"performance-appraisal-bell-curve-or-absolute-performancewhats-good","to_ping":"","pinged":"","post_modified":"2024-09-23 20:14:40","post_modified_gmt":"2024-09-23 14:44:40","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3391","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3510,"post_author":"26","post_date":"2015-06-12 13:52:40","post_date_gmt":"2015-06-12 08:22:40","post_content":"\n
$\"Cryptic$ <\/a>
Cryptic daily stand up<\/figcaption><\/figure>\n\n\n\n
The Daily Scrum is one ceremony that the teams following Scrum adopt quickly. There are some hiccups initially, which are sorted out, often with inputs from the coach\/guide. The ceremony is on time and at fixed time, occurs even if Scrum Master is not present, team members unable to attend do call in or provide an email update. Good going!<\/p>\n\n\n\n
Now slowly things change and either the updates become cryptic or verbose. After observing many teams go through this, what comes to my mind is a famous rhetorical question on delays in projects:<\/p>\n\n\n\n
Q: How does a project get delayed by a month?<\/em><\/p>\n\n\n\n
A: One day at a time.<\/em><\/p>\n\n\n\n
Now why am I quoting this here? Because something similar happens. The updates go towards cryptic or verbose as one person goes in that direction and that is not observed\/ corrected. The Scrum Master has a key role in ensuring that the scrum process is followed, he has to be alert to this.<\/p>\n\n\n\n
Here is a typical scenario:<\/p>\n\n\n\n
Mohan is working on a task TKS-210 and has had a bit of a struggle with it. His update in the daily scrum is:<\/p>\n\n\n\n
I was working on TKSK-210, will continue, no impediments. (Sigh.)<\/p>\n\n\n\n
This is accepted, i.e., no one asks any questions, maybe the team members understand the status.<\/p>\n\n\n\n
The next day update too is similar. Now it is likely that couple more team members shift to this style of update. There is an innate, unconscious tendency in humans to mimic, imitate or follow other people, which surfaces time to time. Very soon all updates become similar.<\/p>\n\n\n\n
The ideal update would include some information on -
How much work is done?
When the work is expected to complete?
If completing soon, the team member will certainly state what task he is planning to pick up next.<\/p>\n\n\n\n
Is it quite possible that the thinking on \u201cwhat next\u201d will not happen in the minds, and that is not good. There is a possibility that \u201cI will continue...\u201d kind of update will result in the person continue on task and not take up another, even if it were possible, as words said aloud influence thoughts\/thinking.<\/p>\n\n\n\n
So the Scrum Master and the team has to be alert to how the updates are provided. They can always ask questions to elicit relevant information.<\/p>\n\n\n\n
One practice that will help - is the updating of remaining hours on the task. This if done regularly, will surface in the Daily Scrum and result in update being more specific. If the remaining hours on a task is a fraction of the day, it prompts the team member to the \u201cwhat next\u201d thinking, and share the same.<\/p>\n\n\n\n
Do you have any similar experiences? Would like to hear them as well as your views.<\/p>\n","post_title":"Keeping Daily Scrum focused...","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"keeping-daily-scrum-focused","to_ping":"","pinged":"","post_modified":"2024-01-29 14:49:32","post_modified_gmt":"2024-01-29 14:49:32","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3510","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3343,"post_author":"26","post_date":"2015-05-15 09:38:10","post_date_gmt":"2015-05-15 04:08:10","post_content":"\n
As a coach, a recurring situation one faces, towards the end of the first sprint after the coaching has started, is the push and shove to the retrospective. After seemingly making the team understand that two key aspect of Agile Scrum are to surface the problems at the earliest<\/strong> and avoiding any kind of waste<\/strong>. I naively expected that the team will be eager to do the retrospective, but wiser now.<\/p>\n\n\n\n
$\"lookingback\"$ <\/figure>\n\n\n\n
<\/p>\n\n\n\n
The team will be scrambling to wrap up the work and close all stories to meet the sprint commitment made, the sprint will be kept open till the the very end and at times a few hours into the next sprint. The Sprint Planning for next sprint has to start, the Sprint Review needs to happen for stories to be closed, where is the time for retrospective? Can it be done next time?<\/p>\n\n\n\n
At times they combine Retrospective and Sprint Planning, which results in speeding through the retrospective and getting quickly into the planning. Add to this the different locations and time zones of the PO and Scrum Team. The retrospective at times is scheduled after Sprint Planning, which is anyway better than not having it at all.<\/p>\n\n\n\n
So here is how it goes, the three questions are asked, inputs collated and a mail sent to all stakeholders and the collated inputs made available in a common area. Very less focus on listening to each other and trying to resolve issues.<\/p>\n\n\n\n
The way I deal with this is that I share with the Scrum Master and team on how an ideal Retrospective should proceed and leave it to them to get close to it:
- Use post-its to capture what went well, stick on board, have one of team read all of it. Clarify any point that is not clear,
- Same for what did not go well,
- Same for what they would start to do,
- At this juncture prioritize the start to do\/action items and brainstorm, starting from top till the time runs out.<\/p>\n\n\n\n
This has worked well, teams typically identify one to three items and come up with reasonable details for implementing them. If required I remind them of these mid sprint, some steps are taken and progress made, this helps in them getting into the habit of doing retrospectives regularly.<\/p>\n\n\n\n
One more point to note is that a problem that seems \u201ca way of life\u201d, at end of first sprint may get some solutions, in the subsequent sprint. My reading of this is that the problem when noted first is annoying and frustrating, team is mentally tired to work on it. But when the same problem surfaces again, they are able to come up with a solution, as the frustration is vented in past.<\/p>\n\n\n\n
Let me share one example. This is to do with a scarce DBA resource causing stories to be re-opened due to delayed inputs\/review. At the end of first sprint they made note of this issue and came out strongly on \u201cthis how it is going to be\u201d, \u201cwe have escalated enough already in past\u201d. The issue surfaced again in next sprint, as it was discussed before, the emotions were in check. One of team suggested that we use the grooming pattern, i.e., plan\/do in advance. They figured out a way to deal with it.<\/p>\n\n\n\n
Another oft repeating issue is the frustration of not being able to close a story, because just the show and tell (demo) could not happen, or a build and test in correct environment was not completed due to big queue in CM. The team argues for closing the story, they feel that they are loosing story points for no fault of theirs. Here as a coach, one has to reinforce the concept of \u201cDone\u201d and revisit the concept of \u201cVelocity\u201d.<\/p>\n","post_title":"Initial coaching interventions for Retrospectives","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"initial-coaching-interventions-for-retrospectives","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:04","post_modified_gmt":"2024-01-29 14:50:04","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3343","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3339,"post_author":"26","post_date":"2015-04-11 09:33:55","post_date_gmt":"2015-04-11 04:03:55","post_content":"\n
Teams new to Scrum have a product backlog. The backlog will be groomed to some degree, typically have clarity for up to one to two sprints. The priority will be clear, with fair amount of detail on the requirements. The estimates may be present, it could be story points or a masked form of an effort estimate.<\/p>\n\n\n\n
The Product Owner (PO), who is not co-located in most of the teams will participate in Sprint Planning and along with the Scrum Master and team pick a set of stories to be done in the Sprint. After this the team jumps into doing the work. Detailed Sprint Planning is given a miss as PO will not be available for the entire duration and the team reluctant to do task based estimate for variety of reasons, if they do it is done by a few senior members of the team.<\/p>\n\n\n\n
This is where the first intervention from coach is needed, coax them to do detailed planning i.e., break down the stories into tasks and corresponding effort estimates. Insist that the entire team be involved and ensure that they balance the work they are taking up with the capacity the team has. Here is where they get to see one of the characteristics of Scrum \u2013 uncovering the problems at the earliest, and as a coach one should ensure that they become aware of it.<\/p>\n\n\n\n
$\"Sprint_Plan_1\"$ <\/figure>\n\n\n\n
Few things they discover:
- there may not be enough Analysis\/Dev\/DBA\/QA capacity in the team
- some of the team may not be fully utilized
- as they break down stories to tasks they realize that some stories cannot be completed, due to external dependencies, that is unlikely to be fulfilled.
- they may require more information from the PO.
- lastly the entire team gains an understanding what is planned to be accomplished.<\/p>\n\n\n\n
And it is interesting to see how they work around this:
- make use of team members not fully utilized to accomplish some of the tasks.
- the above at times involves redistributing the work, so that team members volunteering outside their domain, can take up relatively simpler tasks.
- go back to PO\/stakeholders and try to get the dependencies resolved or pick another story, this one requires a push from coach.
- get clarity on requirements from PO, this has to happen the next day.
- re-adjust the sprint backlog taking the above into account.<\/p>\n\n\n\n
$\"Sprint_Plan_2\"$ <\/figure>\n\n\n\n
At times guidelines are adhered to, planning sessions is time-boxed, they assume that all planning needs to happen in one sitting. Here is where, as a coach, one has to make them see the \"why\" behind a particular step, \"what\" outcome is desired? The outcome of having a proper Sprint Plan is more important than accomplishing it a single time-boxed session.<\/p>\n\n\n\n
As they complete this they realize that in past sprints, they grappled with these issues, towards the end of the sprint. Now they have ample time to cope with it \u2013 the benefit of Scrum uncovering problems earlier is leveraged.<\/p>\n\n\n\n
There is reluctance to do task effort estimates. In the traditional planning task estimates are done for entire project even with some requirements not being clear. This would have resulted in lot of waste, this coupled with notion that agile means no planning is the major cause of the reluctance. As a coach, one needs to highlight that there is better clarity on requirements and it is being done for just a sprint, so there is no waste. The reluctance is also due to lack of understanding of the difference between story point, size and effort estimates, this needs to be addressed.<\/p>\n\n\n\n
At this juncture the team is ready to make and take on the commitment with higher confidence. You can see the related blog on retrospectives.<\/p>\n","post_title":"Initial coaching interventions for Sprint Planning","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"initial-coaching-interventions-for-sprint-planning","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:24","post_modified_gmt":"2024-01-29 14:50:24","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/blogs\/?p=3339","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1519,"post_author":"33","post_date":"2014-11-09 12:15:54","post_date_gmt":"2014-11-09 06:45:54","post_content":"\n
$\"\"\/$ <\/figure>\n\n\n\n
  <\/p>\n\n\n\n
Leaders have only two jobs:<\/p>\n\n\n\n
1) Getting work done<\/p>\n\n\n\n
2) Growing the people<\/p>\n\n\n\n
Coaching as a leadership\/management style achieves both.<\/p>\n\n\n\n
With Command & Control approach, managers may get the work done in the short term, by force. But that might have negative impacts on the team in terms of :<\/p>\n\n\n\n
- Lack of ownership<\/p>\n\n\n\n
- Low motivation<\/p>\n\n\n\n
- Poor quality output<\/p>\n\n\n\n
- Low productivity<\/p>\n\n\n\n
- Missed schedules etc.<\/p>\n\n\n\n
Command & Control might also impact development of team members negatively. Teams might wait for manager to give instruction. They might hesitate to take initiative as it might get overruled by the manager. They might stop thinking new & innovative ideas as the manager will always tell them what to do.<\/p>\n\n\n\n
On the other hand, with Coaching as the leadership style, managers will empower the team members to come out with new ideas, solutions and encourage them to implement them. They will help the team members to discover their strengths by asking questions & challenging them. This builds motivation and ownership in the team members.<\/p>\n\n\n\n
Having said that, there are situations where Managers need to use command & control approaches. For example, in a fire fighting situation where extremely quick response in needed. There will be a need for different approaches for different team members \u2013 someone may need more directive input & constant oversight and someone may need a lot of freedom.<\/p>\n\n\n\n
A good leader is one who has high self awareness, self-regulation, self-motivation and empathy through which he\/she can sense and respond differently, in a conscious way, to different situations & different people.<\/p>\n\n\n\n
However, to be a good Leader, coaching way of management style should be the most natural approach and command & control should be the exception.<\/p>\n","post_title":"Coaching vs Command & Control style of Management","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"coaching-vs-command-control-style-of-management","to_ping":"","pinged":"","post_modified":"2024-01-29 15:34:20","post_modified_gmt":"2024-01-29 15:34:20","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1519","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1456,"post_author":"31","post_date":"2014-11-09 12:15:37","post_date_gmt":"2014-11-09 06:45:37","post_content":"\n
In an earlier article \u201cJourney of a coach \u2013 theory & practice (Part I)<\/a>, we introduced the \u201ccircles of influence\u201d which form the context (see diagram below) for coaching process.<\/p>\n\n\n\n
$\"image\"$ <\/a> The circles in the diagram above have a significant bearing on coaching effectiveness and need to be addressed by the coach using the theory of coaching (such as Whitmore\u2019s book on \u201cCoaching for Performance\u201d). In the case of some circles, the theory may \u201cend\u201d at some point and the coach will have \u201cinterpret\u201d and \u201cextend\u201d it for the specific coachee situation at hand.<\/p>\n\n\n\n
We covered the following in Part I of this article:<\/p>\n\n\n\n
\u00b7 Circle #1: Are all situations \u201ccoaching situations\u201d?<\/p>\n\n\n\n
\u00b7 Circle #2: Are people always receptive to coaching?<\/p>\n\n\n\n
In this Part II, we will cover the two remaining circles.<\/p>\n\n\n\n
Circle #3: Are coaches sometimes helpless?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
Circle #3 above regarding \u201cbeliefs, perceptions and personal circumstances\u201d can actually be quite a hard shell hindering coaching progress. But it is often an invisible hard shell because people will share only so much of their innermost beliefs and personal circumstances even though they are impacting their work performance. Coaches make chance discoveries of this shell in the Reality check part (that is, the current state of affairs that needs to improve to meet the Goal) of the Goal-Reality-Options-Will (GROW) model of Whitmore. Here are examples:<\/p>\n\n\n\n
\u00b7 A coachee once candidly admitted that he was himself the reason for his declining performance at work. The reason was that his family was going through his sister\u2019s painful divorce in the US and her life coming back to India. He just could not go about work as usual<\/p>\n\n\n\n
\u00b7 A second coachee had a lot of issues with his manager. He felt that the manager\u2019s lack of domain knowledge resulted in his not realizing & recognizing the value of the coachee\u2019s work. In addition, the coachee seemed to indicate that lack of recognition of his work had to do with his belonging to a minority religious community in India<\/p>\n\n\n\n
\u00b7 Yet another coachee told my colleague (also a Performance Coach) that her problems arose because her boss was an inveterate woman-hater<\/p>\n\n\n\n
These are situations of tight-rope walking for a performance coach! In situations of personal crisis, the coach may only help by sympathetic and patient listening. This may help the coachee more than one would think \u2013 just getting the problem \u201coff his chest\u201d often helps and relieves stress. Being less stressed, he may be able to come to grips with his personal predicament and deal with it better. However, coachee\u2019s entrenched beliefs on, say, religion and gender can be very challenging for the coach to deal with. Some deep-rooted beliefs may indicate pathology needing help from a trained therapist \u2013 far beyond the scope of performance coaching and the ability of the coach.<\/p>\n\n\n\n
Circle #4: Is the coachee\u2019s work environment conducive?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The last circle of influence is the coachee\u2019s work. Sometimes, people have told me that they are \u201cstuck\u201d in positions \u2013 say, \u201croutine\u201d software bug fixing and maintenance where there is really no scope for \u201clearning, enjoyment and fulfillment\u201d (you may like to read My Team is not motivated!!!<\/a> by my colleague Prasanna Moses on this). Most of us would agree that there is far less drudgery at work in today\u2019s knowledge-centric world than even just 30 years ago. We would also agree that there is no such thing as 100% \u201csexy\u201d work (unless of course, you are doing breakthrough work of your calling \u2013 say, in quantum computing). So, when coachees complain about their current work\/role and the lack of sexiness thereof, I ask them questions about what makes it boring, what they can do about it and so on \u2013 hopefully making them better aware of interesting possibilities in what they were doing. In some cases, people have hinted to me that they are considering quitting their \u201cboring\u201d job and looking for a reaction. Under such circumstances, to be fair to the coachee and to the coachee\u2019s employer (who is paying my fees!), I would say the best option is to ask the coachee questions exploring his rationale for leaving (without being judgmental on whether it is right or wrong) \u2013 like what does he think leaving the job will achieve, how will it get him closer to his goals, how is he sure that the same problems would not repeat themselves in the new organization and so on. The ultimate decision should be the coachee\u2019s based on introspection triggered by your questions. He may still choose to quit \u2013 but that is another matter! As far as you are concerned as a coach, you have played it fair & square. It is not unthinkable that you as the coach may actually agree with his rationale for seeking another job!<\/p>\n\n\n\n
A related aspect is also the organizational environment in which the coachee works \u2013 over & above his immediate work\/role discussed above. In sports coaching, the strong individual motivation is a given and the coachee has a great deal of control over what he can and cannot do to enhance his performance. The circumstances for software project managers are different. Their GROW model is in the context of an organization with its culture, policies, processes and so on. As a coach, I have encountered some real challenges here \u2013 the Project Manager may be aspiring to do something of value in his project but his line management and work environment may not be supportive. Some organizational policies can be insensitive to people and even draconian. In one software development organization, if project team members logged in less than 40 hours per week of approved work, there would be automatic cuts in their pay while the significant additional work needed at other times went scarcely noticed! How can one be expected to learn and enjoy their work in such an environment? In such cases, we do bring it up with the line management for addressing them and offer our help as well. To be honest, it worked sometimes and it did not in as many cases.<\/p>\n\n\n\n
In summary, as a practicing coach, you are bound to run into situations like the ones above which make you stop and ponder as to what extent theory can lead practice! You may need to introspect and think of newer ways of extending \u201ctheory\u201d or just use good old common sense and move on! At PM Power, we have the coaches\u2019 conclave where these situations are discussed to see how best to help the coachee considering all the circles of influence. It has significantly helped our coaches in specific situations and in honing their coaching skills in general.<\/p>\n\n\n\n
We invite you to share your coaching experiences (as a coach or a coachee) and we would be happy to share our perspectives which may be of help. You may reach us at info@pm-powerconsulting.com.<\/p>\n","post_title":"Journey of a coach - theory & practice (Part II)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-ii","to_ping":"","pinged":"","post_modified":"2024-01-29 10:54:32","post_modified_gmt":"2024-01-29 10:54:32","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1456","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1514,"post_author":"31","post_date":"2014-11-02 12:24:22","post_date_gmt":"2014-11-02 06:54:22","post_content":"\n
A speaker finishes a great speech \u2013 at least, HE thinks it is great! He then asks, \u201cAny questions?\u201d What does he expect? If I were him, I would expect the audience to demonstrate a level of understanding of what the speech was all about and ask meaningful questions - clarifying the ground covered and even extending from there.<\/p>\n\n\n\n
These are situations where one actually wants to be questioned to get a sense a satisfaction that the effort (the speech, in this case) has been worthwhile. But there are other situations where being questioned has a very negative connotation. It implies questioning the ability of the person being questioned or the work that he has done.<\/p>\n\n\n\n
The important thing is that the intent of questioning should be to seek understanding rather than putting down someone. Hence, even the tone of questioning is very important. Consider the difference between, \u201cWhy did you do THAT?\u201d and \u201cWhat are your reasons for doing THAT?\u201d<\/p>\n\n\n\n
The tone of the former question is judgmental while the same question asked differently demonstrates an openness and a neutral tone. The tone is important because it can either put people off & make them defensive or it can make them relaxed and explain their rationale for an idea or a course of action.<\/p>\n\n\n\n
From the above, it follows that there is a big difference between \u201cquestioning\u201d and \u201casking questions\u201d.<\/p>\n\n\n\n
$\"image\"$ <\/figure>\n\n\n\n
In the work context, a manager who adopts an approach of \u201casking questions\u201d enables an environment where his reportees apply their mind to the situation at hand and exercise their best judgment on the right course of action.<\/p>\n\n\n\n
The manager can use questions to expand the reportee\u2019s thinking and make him aware of aspects he may not have thought of (instead of just instructing him what to do).<\/p>\n\n\n\n
Hence asking questions contributes to the reportee\u2019s overall development and ability to deal with situations with minimal oversight. Equally important, it enables greater responsibility on the part of the reportee so that the implementation aspects of his suggestions are fully owned by him.<\/p>\n\n\n\n
Through this, the manager\u2019s time is also freed up from routine oversight functions to take up important but not urgent tasks.<\/p>\n\n\n\n
In a highly dynamic world, the approach of \u201casking questions\u201d is not just \u201ca nice to have\u201d but an imperative to empower people and ensure that the organization as a whole responds fast to changes in the environment.<\/p>\n\n\n\n
\u201cAsking questions\u201d is an essential part of the tool set of a coach who may be the line manager himself. You consciously adopt the approach for improving the \u201cawareness\u201d of the coachee and therefore, open his mind to his perceptions & other possibilities and take \u201cresponsibility\u201d for the options for actions that he chooses.<\/p>\n\n\n\n
Finally, adopting the approach of \u201casking questions\u201d needs a complementing skill which is ACTIVE listening. A coach cannot sustain a session of asking questions without actually listening well, understanding and re-phrasing of what the coachee says.<\/p>\n\n\n\n
As with most things in life, practice makes perfect \u2013 it takes time and experience to hone the approach of asking questions and the skill of active listening. But they can indeed be developed for individual and organizational benefit. The time to start is NOW!<\/p>\n","post_title":"Questioning and Asking Questions - what is the difference?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"questioning-and-asking-questions-what-is-the-difference","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:02","post_modified_gmt":"2024-01-29 10:55:02","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1514","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1448,"post_author":"31","post_date":"2014-11-02 06:59:09","post_date_gmt":"2014-11-02 01:29:09","post_content":"\n
This article is part of the series on \u201cJourney of a coach\u201d covering my experiences as a performance coach. You may have the read an earlier article in the series on \u201cJourney of a coach \u2013 the beginning\u201d<\/a>. The journey continues here...<\/p>\n\n\n\n
Yogi Berra, New York Yankees baseball player (arguably the best catcher of all time) said, \u201cIn theory, there is no difference between theory & practice. But in practice, there is!\u201d So, this article is about the theory & practice of coaching for performance \u2013 not baseball players but people managing software projects.<\/p>\n\n\n\n
In my context, the \u201ctheory\u201d was mostly \u201cCoaching for Performance\u201d by John Whitmore (by the way, there is another article of mine on Whitmore<\/a> if you are interested). The \u201cpractice\u201d was, of course, my actual experiences over the years.<\/p>\n\n\n\n
A caveat \u2013 I am not here to debunk theory and hail practice - as a cardiac surgeon might! I have a great deal of respect for Whitmore\u2019s book on Coaching for Performance. The book provided a solid reference and a practical guide for my work as a coach all these years.<\/p>\n\n\n\n
However, I do have my own \u201cinterpretations\u201d and \u201cextensions\u201d of the theory in actual practice which I wish to share. I will use the diagram below which shows the context for coaching.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
You can see the \u201ccircles of influence\u201d around the coachee which would have a bearing on coaching and its effectiveness. We will cover each of these circles with examples. Note that the coach\u2019s experience, beliefs and perceptions are also significant in the context in addition to his skills for coaching.<\/p>\n\n\n\n
Circle #1: Are all situations \u201ccoaching situations\u201d?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The first circle of influence is the coaching situation faced by the coachee at work. For example, it could be that he is recently promoted and finds gaining acceptance in his team a challenge.<\/p>\n\n\n\n
The question is whether all such work situations are amenable for coaching - whether you are the manager of the coachee or an external coach. If you follow the \u201ctheory\u201d (that is Whitmore), a coaching style can become the default management style of the entire organization for all occasions.<\/p>\n\n\n\n
In other words, all manager-reportee interactions can naturally follow the coaching style \u2013 the manager following the sequence of helping his reportee to identify the goal he is seeking to achieve, assess the current state of affairs, consider the available options to achieve the goal and making the commitment-making to make it happen.<\/p>\n\n\n\n
That is all very well, but what if you are a commando fighting a guerrilla war in a jungle and see a metal tube from the foliage pointing at you. Your commander (\u201cmanager\u201d) is not going to coach you through the situation, is he?<\/p>\n\n\n\n
There are also other equivalent (but less extreme) situations at work when time is of essence and all that the coachee needs is information or simple direction (like for example, how to balance staff loading in a project schedule).<\/p>\n\n\n\n
So, my interpretation of theory is that there is better pay-off of coaching in some situations than others. However, there are many, many work situations wherein the quality of work<\/b> or results<\/b> is very important, the learning<\/b> for the coachee very important and it is not an emergency<\/b>. Coaching is very relevant in those cases.<\/p>\n\n\n\n
Circle #2: Are people always receptive to coaching?<\/b><\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
<\/p>\n\n\n\n
The next circle of influence is relating to how receptive people are to coaching even if their work situation was amenable for it.<\/p>\n\n\n\n
Are they motivated enough to become more aware<\/b> and take responsibility<\/b> by themselves and not just because their employer has enrolled them in a training & coaching program?<\/p>\n\n\n\n
Maslow\u2019s theory is that motivation is linked to the stage an individual is at in a hierarchy of needs (see diagram below from Whitmore\u2019s Coaching for Performance). Note that Whitmore has split Maslow\u2019s Esteem stage into two \u2013 Esteem from others and Self-esteem.<\/p>\n\n\n\n
At the stage of Esteem from others, one is looking \u201cexternal\u201d recognition and prestige as motivators. At the stage of Self-esteem, external motivators tend to become less important. More important is the need to make a difference and being empowered to do so enhancing self-esteem. This self-esteem stage is where coaching makes the biggest impact for personal growth.<\/p>\n\n\n\n
$\"image\"$ <\/a><\/figure>\n\n\n\n
Source: Coaching for Performance by John Whitmore<\/i><\/p>\n\n\n\n
There are a few more \u201ccircles\u201d to cover which we will in Part II of the article.<\/p>\n\n\n\n
Till then...<\/p>\n","post_title":"Journey of a coach - theory & practice (Part I)","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"journey-of-a-coach-theory-practice-part-i","to_ping":"","pinged":"","post_modified":"2024-01-29 10:55:34","post_modified_gmt":"2024-01-29 10:55:34","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1448","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1521,"post_author":"26","post_date":"2014-10-30 10:57:02","post_date_gmt":"2014-10-30 05:27:02","post_content":"\n
$\"Network_whenhow2\"$ <\/a><\/figure>\n\n\n\n
One is never without a network and if you are reading this - it may be more to know how to grow it and\/or to overcome obstacles, often due to one's level comfort with so called \"networking\".<\/p>\n\n\n\n
If you look at how you:<\/p>\n\n\n\n
\n
got the opportunity to work in your current position<\/li>\n\n\n\n
got into your college\/school<\/li>\n\n\n\n
got your house on rent or bought your apartment<\/li>\n<\/ul>\n\n\n\n
you will see that a network - formal, informal or virtual (internet based) was at play.<\/p>\n\n\n\n
I will focus on growing your professional network and a few simple steps for it and not delve into specifics of social media, as all of you would be familiar with it.<\/p>\n\n\n\n
First, start with your existing network - which will be your current and past colleagues, your college and school alumni, friends and family. See that you stay in touch with them, by meeting them up or electronically, if you are not in touch start right away. Sending greetings for important occasions, festivals and events is a good way to start. Make it a point to call a few of them over the commute\/ weekends and work on the complete list slowly and steadily, start at top the list again once you complete it.<\/p>\n\n\n\n
What if you need to ask for a reference or a favor from a person with whom you are not in regular touch. The best way to is to be honest, there is no point in coming up with a phony reason to get in touch with them and ask for what you want. Your honesty will be appreciated, after that do thank them and make an effort to stay in touch with them. See that your nurture this set of contacts where you have already made a start.<\/p>\n\n\n\n
Once, when I was looking out for a job using my network, I made it a point to call and thank all those who forwarded my resume to their contacts and I sent a book as a gift to thank all those contacts whose help took me to the interview stage. I did it without any motive and what amazed me was the warmth from these contacts in all my future interactions.<\/p>\n\n\n\n
Second area to focus on are the professional events - there will be events where your technical or managerial domain will be the focus. You may be sponsored\/encouraged by your organizations to attend them, do not let is pass citing an excuse of being busy. Do make time to attend a few of them. If you find that you do not have this opportunity then see that you find such events and enroll yourself.<\/p>\n\n\n\n
In my experience these events certainly help you make a few contacts, you will always find a few persons whom you will find interesting and knowledgeable and connect effortlessly. The key is to nurture this - see that you follow-up with a mail and\/or a call.<\/p>\n\n\n\n
If you are the type who feels inhibited to make an opening, then do not worry. I was advised by one of my mentors to just listen and not worry about talking and enjoy being there. If you listen and observe intently you will find yourself talking soon. Your focus on the interactions and not on your perceived ability, does the trick. Try it a couple of times and see for yourself.<\/p>\n\n\n\n
Lastly, for anything to succeed one has to have the desire, then comes the effort and discipline for achieving it. A small progress or a step with positive result, is the best encouragement for you to strive towards your goals. Do ponder on your actions and results to stay focused on continuing to do this.<\/p>\n\n\n\n
One related question I hear from many of my coachees is \"visibility\" within the organization. More on that in a later post.<\/p>\n","post_title":"Networking - when and how to begin?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"networking-when-and-how-to-begin","to_ping":"","pinged":"","post_modified":"2024-01-29 14:50:58","post_modified_gmt":"2024-01-29 14:50:58","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1521","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":1517,"post_author":"30","post_date":"2014-10-29 09:30:26","post_date_gmt":"2014-10-29 04:00:26","post_content":"\n
$\"sell-it\"$ <\/a><\/figure>\n\n\n\n
As a child, I used to come up with various ideas for almost anything, and ask for Rs. 1000\/- per idea. Being a child, nobody would want to pay money, that too a thousand Rupees \u2013 but, I would get something else as an appreciation for my efforts. A toffee, a cone ice cream etc.<\/p>\n\n\n\n
Further on, when I used to be active in small groups, selling was more of ideas and to get the team to converge on something, that the group can take as an action.<\/p>\n\n\n\n
As a team leader, I needed to sell the vision of the project to the team, to get everybody\u2019s buy in.<\/p>\n\n\n\n
More recently, I have been in contact with many aspiring and active entrepreneurs. Selling is something that they do with every breath.<\/p>\n\n\n\n
All of us are inherently sales persons. Based on some of my observations, I believe that some of these tips and steps can help you sell your ideas.<\/p>\n\n\n\n
\n
Think BIG<\/strong>: This will let you get ideas to sell. Like TED talks, ideas that matter to more than you, as an individual<\/li>\n\n\n\n
Validate your idea yourself<\/strong>: Is it solution in search of a problem, or is it a genuine pain? This could be a pain you have experienced yourself or something that you have heard from others who have faced a problem<\/li>\n\n\n\n
Talk about your idea<\/strong>: Many times, ideas die just because nobody else knew about it. talk to your contacts and theirs.<\/li>\n\n\n\n
Make the idea viral<\/strong>: that is, the idea should engage people and get them to react strongly, for or against. that will help in propagating the idea further<\/li>\n\n\n\n
Identify target segments of recipients<\/strong>: when the idea gets to a larger audience, you can start looking at refining the idea. Specific segments of recipients may have differing priorities and pressures and the idea needs to move from a concept stage and be something that they can implement<\/li>\n\n\n\n
Get out of the building<\/strong>: With the initial responses, you would have some flavors or variations to the theme. to validate, there is nothing like getting out of the building and getting proof of the idea\u2019s utility; reach out to the target segments. With technology and electronic media today, distances and time challenges can be easily overcome. While it is ideal to meet your prospective customers face to face, other forms of connect can also be considered as alternatives.<\/li>\n\n\n\n
Pivot, if needed<\/strong>: With the feedback you receive, revalidate your assumptions. Assumptions of the problem statements or even the solutions you have identified.<\/li>\n\n\n\n
Get someone to pay<\/strong>: This is the real proof of the sale of your idea. As I mentioned, the story from my childhood, it is not the exact amount, it can be token that is an acknowledgement of your idea being useful.<\/li>\n<\/ol>\n\n\n\n
Similar concepts can be applied in work situations as a leader.<\/p>\n\n\n\n
Many of the steps above are applicable in getting team consensus as well.<\/p>\n\n\n\n
The inspiration for some of the concepts in this post is from The Lean<\/em>Startup<\/em><\/a> book by Eric Ries.<\/p>\n","post_title":"Selling your idea","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"selling-your-idea","to_ping":"","pinged":"","post_modified":"2024-01-29 12:28:14","post_modified_gmt":"2024-01-29 12:28:14","post_content_filtered":"","post_parent":0,"guid":"http:\/\/blogs.pm-powerconsulting.com\/blogs\/?p=1517","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":10},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 10 of 12 Previous 1 … 9 10 11 12 Next

Leadership

Business Agility

Performance Appraisal : Bell Curve or Absolute Performance – What’s good?

by S Srinivasan
June 24, 2015

Agile

Keeping Daily Scrum focused…

by S Vasudev
June 12, 2015

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Initial coaching interventions for Retrospectives

by S Vasudev
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Initial coaching interventions for Sprint Planning

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Coaching vs Command & Control style of Management

by Vishu
November 9, 2014

Coaching

Journey of a coach – theory & practice (Part II)

by Shiv Sivakumar
November 9, 2014

Coaching

Questioning and Asking Questions – what is the difference?

by Shiv Sivakumar
November 2, 2014

Coaching

Journey of a coach – theory & practice (Part I)

by Shiv Sivakumar
November 2, 2014

Leadership

Networking – when and how to begin?

by S Vasudev
October 30, 2014

Leadership

Selling your idea

by Shiv Sivaguru
October 29, 2014

Page 10 of 12 Previous 1 … 9 10 11 12 Next

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Performance Appraisal : Bell Curve or Absolute Performance – What’s good?

Keeping Daily Scrum focused…

Initial coaching interventions for Retrospectives

Initial coaching interventions for Sprint Planning

Coaching vs Command & Control style of Management

Journey of a coach – theory & practice (Part II)

Questioning and Asking Questions – what is the difference?

Journey of a coach – theory & practice (Part I)

Networking – when and how to begin?

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