Being coached in project management

Jonathan Smale

The situation

Jonathan Smale received coaching when managing a project to introduce a computerized 360-degree feedback system into his organization. Initially Jonathan was given a free reign to manage the project. He received coaching only when it became clear that he was not managing the project in the way his manager would have done.

For Jonathan, this experience of coaching was poor. He received little direction or support in the early stages of his task, when he needed it, and the coaching only occurred once he was ˜on a roll . This led to him feeling a lot of resentment to his coach/line manager and had the effect of demotivating him.

Learning

Jonathan believes that despite the overall experience being negative, he learnt a lot about coaching from this experience, and specifically the importance of using a ˜situational leadership model of coaching. He thinks that not all coaching experiences require the same style and the approach that is used should be according to the situation and the individual being coached.

Top tips for coachees

Jonathan advises other coachees not to be afraid to challenge the coach or ask him or her questions. He thinks it is important to ask for direction and feedback as and when you need it.

Advice for the coach

Jonathan s overall advice for coaches is to ensure that the style you are using is the most appropriate for the situation and individual.