The Project Leader Studio™
Learning to lead by leading
...a coaching program for project managers
Why a Coaching Program for Project Managers?
We've been working with and around project managers for the better part of 30 years. Over that time a few PMs stand out as different from the rest. These people were getting their projects done; they were attracting and developing supportive and functioning teams; and their performance seemed effortless.
We look for this kind of project manager as we work with companies on their adoption of a lean approach to project delivery. Far too often, the PMs we encounter are not leaders. But when they are, they quickly adopt the lean approach. While discussing this with our clients we continue to hear "I wasn't trained for leadership. I was trained for construction (or software or engineering). We all need to acquire the skills of project leaders."
We have learned that courses for leaders aren't working. Putting someone in a classroom setting for an extended period of time misses the nature of leadership.
Thus, at one level, the answer to the knowing-doing problem is deceptively simple: Embed more of the process of acquiring knowledge in the actual doing of the task and less in formal training programs that are frequently ineffective. As one comprehensive study of the development of executives concluded: "One learns to be a leader by serving as a leader".
Jeffrey Pfeffer and Robert Sutton, The Knowing Doing Gap
Learning to lead requires leading. So, rather than a course, we have designed a coaching program that puts the PM in the day-to-day practices of leadership. Our intent is to bring the feel of the architect's studio to the setting for project leadership. Coaches will work with PM participants throughout the program to reinforce the essential leadership practices to the point that the practices become habit.
"The program offers a great learning experience for both a person new to the project management world and those who already have extensive experience in this field." Robert Q.
"This is not an entry-level leadership course and others who take the course should be prepared for a less structured course environment than a "standard" training course with PowerPoint slides. Bring your thinking caps!" Tim H.
There are six aspects to the Project Leader Studio.
1. Group Coaching Calls
Group coaching calls are the primary setting for the program. Participants will call in for a 55-minute teleconference every other week. We know that the nature of projects can pull people away from their planned schedule at the last minute. We will audio tape the sessions and make them available until the next live session.
The teleconference sessions will follow a standard format. During these calls you will be introduced to one distinction of leadership. We will explore that distinction using a 3-step coaching model. At the end of the session you will learn a drill; performing it over and over will produce a shift in your perspective and a habit of action. The sessions are designed to be interactive with time for questions, comments, and sharing of your experience learning to lead.
Program Material Samples
These are the materials that support the first three group coaching calls.
Session Topics
- Beginner's Mind
This is not a program for beginners. At the same time, we have found beginners learn faster than those who have enjoyed some success. This session is about creating a stance for learning. - Making Assessments
All purposeful action between people in a work setting entails conversation. That conversation takes some form of requesting and promising. But before there is a request or an offer there is an assessment that something is needed or there is a possibility of creating more value. We will begin learning to make more powerful assessments. - Story-Telling
We all like a good story. The accomplished story-teller captivates the audience. How? It's not in the manner of telling. People have a need to make sense of the world. Stories provide meaning or context for making sense. The need for making sense is so strong people will make up stories so they don't suffer with the non-sense. - Listening
Two things are always happening in organizations: speaking and listening. We can know what is said; it can be recorded and played back. But what is listened? We can't even be sure we know what we listened. How can we know what someone else listened? Yet, the effectiveness of all communication depends on listening...far more than on speaking. - Attention to Results
Pat Lencioni calls the inattention to results one of the five dysfunctions of teams. We agree. In the face of challenges and surprises how do you maintain attention to results? - Granting Trust
Here we continue working on assessments. Trust is a particular kind of a compound assessment (three assessments in one) that can be constructed for the sake of addressing the needs of a project. Many project environments (hard-bid construction) are by their nature settings of distrust. You will learn how to trust prudently. - Accountability
Continuing with Pat Lencioni we consider accountability, how it is produced and maintained over the duration of a project with the comings and going of project team members. - Cultivating Commitment-Making
This is the single-greatest action a project leader can take for building trust among team members and it is the basis for coordinating action. - Clarifying Intentions
As a basis for declaring the future, declaring roles, and activating project control mechanisms. - Producing Trust
Are you now thinking that this is a program about trust? That's right. Pat Lencioni refers to trust as the foundation of a functioning team. Leaders are in the unique portion to observe, assess, and engage team members in trusting behaviors. Failing to do so leads to an unstable foundation. - Productive Conflict
Learn how to harness differences of opinion and perspective to increase project performance. - Restoring Trust
Many teams find themselves in a position where trust has been lost. Rarely does the situation just take care of itself. Leaders must step in to restore trust. We will explore the actions for restoring trust then getting back the practice of producing trust. - Engaging with Mood
The best part of having people on projects is they show up everyday bringing their moods with them. Or is it? One of the challenges on projects, particularly the longer projects is the stew of moods that simmers. While there's no telling what mood people will bring to your project there are actions you can take to have them in moods appropriate to the situation of the project. - Developing Routines
Each project has its unique challenges. Why employ the same practices from one project to another? You'll learn to design practices that are appropriate for the project you are leading. - Leadership Mastery
We started these group coaching sessions with the beginner's mind, we end on mastery. We will explore how to go forth on your own and with others to continue to develop yourself as a leader.
"(The program topics) provoked thoughts about how PMs should assess their projects and deal with the uncertainties (of the project environment)." Kathy J.
With each session topic you will receive studio notes, a 3-step coaching guide. It will describe the leadership distinction, its application, and the drill for making that your habit.
2. Assessment Tools
We use assessment tools to give us a quick handle on what each person brings to the program. We have chosen two instruments.
- Strengths Profiler
This is the assessment tool offered by the Gallup Organization. The tool identifies a person's signature strengths, what Gallup suggests an individual freely exhibits without the influence of circumstances or people. Participants will take this assessment before the 3-Day Leadership Intensive. - Team Tool
This is a new assessment tool offered by The Table Group, Patrick Lencioni's company. The focus of this tool is on the functioning of your team. We will use the tool before the halfway mark in the coaching program.
"(I've been) exposed to some very good leadership concepts. I particularly viewed the strengths finder and the 5 Dysfunctions of Teams as good advance reading material. I have already used some of these materials on my project and plan to do more." Tim H.
3. Private Coaching Calls
Our philosophy of coaching is based on an unbridled concern for building on strengths. Each participant will be responsible for scheduling (3) 20-minute calls each month with a leadership coach. These sessions will support your progress with the coaching drills and the continuing development of a leadership style that is based on your signature strengths.
In addition to the formal coaching calls, we encourage participants to have regular contact with their coach throughout the month for short calls, brief emails, and instant messaging.
4. Three-Day Intensive
We will leave our harried world of projects for three days, just once. During that time you will examine the project world in a whole new way. These are some of the topics we will address:
- We will consider how to better manage by embracing uncertainty rather than controlling it.
- We will examine the wonderful complexities of having project teams composed of strangers and how that can lead to rich patterns of innovation.
- We will explore the conversational aspects of projects providing the project leader with new 'handles' for directing and guiding action.
- We will consider the emergent nature of projects and how they might be managed with a few simple rules and practices.
- You will examine how you can build your leadership style on the foundation of your signature strengths profile.
"The intensive was great. Not only were we introduced to new and innovative ideas, but we left with practical application of most of them. I have been challenged to a higher level to be a more productive/efficient leader. These are great ideas/concepts to share with my company colleagues, as well. I have also taken on a new spark for lean (project delivery) that I hope I can continue to kindle." Aaron C.
"The most value in the intensive were the table discussions. I think that the team was able to learn from each other and share similar work ethics and stories. It would be interesting to work with them on a project!" (Emphasis not added) Brian B.
"Table discussions provided excellent practical applications for theory. I personally struggle with theory, and the applications provided me with an avenue for understanding." Dave L.
During the 3-Day Intensive you will have the time to build new professional relationships with other project managers in the coaching program. We are counting on you doing that. It will serve us as we delve deeper into the practices of leadership in the balance of the program.
5. Learning Partners
Following the intensive you will join with others as learning partners. People will be grouped around their coaches. We want you to think of this coaching program as a membership in a gym. Serious athletes visit a gym with a training partner. They also get regular coaching along the way. If you don't go to the gym, then you get the same body that you started with.
We have designed a coaching program for you to give you the leadership body that you want. Take advantage of the environment we've created for you by initiating conversations with your partners and your coach.
6. Course Materials
Our basic approach to leadership training is that it be about action rather than about ideas. We have decided not to use any of the 13,496 books that Amazon lists on leadership (as of June 30, 2003). At the same time, we think that participants will find utility in the following 3 books.
- Now Discover Your Strengths, by Marcus Buckingham and Donald Clifton. One of the main reasons we use this book is it gives the book owner access to the Gallop Organization's Strengths Finder assessment tools. In addition, the book offers the perspective that high performing organizations are those that are built on the strengths and talents of people.
- Five Dysfunctions of Teams, by Patrick Lencioni. This is another best seller, an for good reason. Pat Lencioni provides the most accessible perspective on the functioning of teams that we know about. Even if you don't sign-up for this program, get Pat's book. Your team will thank you for it.
- What the CEO Wants You to Know, by Ram Charan. This best-selling little book is a gem. Ram Charan is one a handful of business writers who speaks of the nature of being in business. While projects are always about fulfilling a promise to somebody, projects performed for business clients are always about making business.
I recommend the Project Leader Studio to every up-and-coming project manager." James McL.
Program Leaders and Coaches
Greg Howell and Hal Macomber have been working with project managers for 30 years. In addition to working in the industry, Greg's experience includes teaching foremen, engineering students and construction executives, along with the practical experience of introducing and guiding project managers through the adoption of lean approaches to project delivery. Hal has been a Chief Operating Officer of a design-build construction company, project manager, consulted on extremely large and complex projects, and taught advanced practices of project management. Hal is also a leadership coach including coaching other coaches.
"Hal and Greg provided very good information and guidance with respect to what works in project management and team building. Good team presenters." Randy D.
Also on staff are leadership coaches who work one-on-one with each participant. The coaches have two aims:
- support the participants' success acquiring leadership skills and
- develop a leadership style that builds on their strengths.
Participants will work with the same coach throughout the program.
"Getting to know my coach and those on my (learning) team will help me open up more. (The coaches) provided the information that I need to make sense of the assignments." Robert Q.
Program Pricing
The program fee covers all coaching calls, books, breakfast, reception, and breaks at the 3-day intensive, and two 20-minute private coaching calls each month -- $2,995.
$200 discount when two or more project managers participate from the same company -- $2,795 each.
Dates
The program begins the October 28, 2003 and runs through May 2004. The 3-day studio intensive will be held December 8 - 10, in Chicago, IL.
The Project Leader Studio™ is one of the leadership programs offered by Lean Project Consulting. We also provide a program for executives who are leading a lean transformation of their company's project delivery organization. Read more about the Lean Project Leadership (Shusa) Program.
© 2003 Lean Project Consulting, Inc.
Greg Howell 208-726-9989 and Hal Macomber 978-470-8994