Creating a Coaching Culture in Projects

EITT is a leading provider of IT and business training in Poland with over 15 years of experience. We specialize in modern technologies, management methodologies, and professional development.

This workshop training is dedicated to project managers who wish to implement a coaching culture within their teams. The program focuses on practical aspects of creating an environment that supports employee development and independence. Participants will learn about the employee maturity model according to Ken Blanchard and how to adapt management styles to the developmental needs of the team. The workshops combine theory with intensive practice, offering specific coaching tools and techniques that can be immediately applied in daily project work.

• Project Managers
• PMO Managers
• Agile Coaches
• Transformation Leaders

To create a project environment based on a coaching culture and continuous development.

• A deep understanding of the process of implementing a coaching culture in projects allows for the creation of an environment conducive to employee development.
• Familiarity with Ken Blanchard's maturity model enables effective adaptation of management style to the developmental level of each team member.
• Practical experience in using coaching tools translates into increased effectiveness of daily communication within the team.
• Intensive workshops on conducting developmental conversations build confidence in the role of manager-coach.
• Action plans developed during the training allow for systematic building of a coaching culture within the organization.

Day 1

Module 1 – Methods of Building Organizational Culture in Project Work

• Mission and vision in projects – formal and informal assumptions regarding collaboration
• Coaching culture as part of goal culture – stimulating methods of collaboration in business activities
• Ways of creating communication contracts – establishing general frameworks for collaboration in the project
• Systems of rewards and penalties – introducing internal project behavior norms
• Ways to support employee integration and collaboration – managing meetings and workspaces
• Establishing coaching frameworks in the project
• How often to organize coaching meetings?
• How to assess the effectiveness of project coaching? – OCQR method in evaluating the usefulness of coaching

Module 2 – Psychology of Motivation in the Work of a Manager-Coach

• Employee motivation – how to recognize what affects the level of employee engagement?
• Working with the dominant type – focused on intense stimuli and independence
• Working with the influential type – focused on work atmosphere and reputation
• Working with the submissive type – focused on stability of work mode
• Working with the results-oriented type – focused on perfect task execution
• Motivation anchor model – what elements of organizational culture motivate employees?
  • Professionalism – how to nurture specialists?
  • Leadership – motivating employees aiming to coordinate tasks
  • Autonomy – motivation for team members requiring an individual work system
  • Security – motivating employees valuing stability in the project
  • Creativity and entrepreneurship – how to maximize creative potential in the team?
  • Self-sacrifice and helping others – how to manage an employee dedicated to collaboration and assisting other team members?
  • Challenges – working with the type striving to meet challenges
  • Lifestyle – motivating employees valuing work-life balance

Module 3 – Methods of Action for a Manager-Coach

Coaching tools in the work of a manager-coach:

• Value Maps method – value and goal maps as a tool for coaching focused on professional development and job satisfaction
• Alternative events method – ways to evaluate difficult situations and create innovative processes in the project
• Moodboard method – tools for creatively seeking solutions in projects, stimulating employee ingenuity
• Technique 635 in group problem-solving
• Questions as the power of coaching – how to effectively ask questions in coaching conversations
• Active listening techniques
• Questions aimed at drawing someone's attention
• Questions requesting clarification
• Questions that compel action
• Questions that challenge existing ways of thinking
• Questions that change the way of thinking
• "What if" questions
• Linguistic influence tools in coaching work – presuppositions

Day 2

Module 4 – Employee Maturity Development Model according to Ken Blanchard (part 1)

• Level R1 – how to develop employees with low competencies and high motivation
  • Sample instruction for the employee – instruction conversation scheme
  • Creating messages in the instruction format – what to remember?
  • Difficult situations related to instruction
• Level R2 – how to develop employees with low or medium competencies, and medium or high motivation
  • Differences between instruction and training
  • Training formula – training conversation scheme
  • Defining tasks for the learner – SMARTER formula in training

Module 5 – Employee Maturity Development Model according to Ken Blanchard (part 2)

• Level R3 – how to develop employees with high competencies and medium or low motivation
  • Defining the role of a mentor in relation to the employee
  • Indirectly building authority – sources of power according to French and Raven
  • Appropriate comments – mentoring conversation scheme
  • Referring to oneself – basics of storytelling in mentoring
• Level R4 – how to develop employees with high competencies and high motivation
  • Building the image of a coach and coaching
  • Overcoming employee resistance
  • Ability to set coaching goals
  • Ability to control the course of the conversation – coaching meeting scheme

Module 6 – Planning the Coaching Action System

Each participant will create a leader's action plan for creating a coaching culture in the project. With the help of the template received during the training, participants will plan step by step managerial-coaching actions that will sequentially guide the team through integration, goal setting, to opening up to cyclical coaching. The entire task will be analyzed in a group forum and supplemented with the trainer's comments.

2 days (16h)

• Training materials in electronic form
• Certificate of completion
• Access to the e-learning platform (30 days)
• Trainer support after training