Original subtitles

Hello and welcome to Part C of Session 3 in PMGT 840, Developing as a Project

Leader. In this section, we are going to explore coaching that is the third

major responsibility of effective project leaders.

Coaching is all about helping your team grow, solve problems, and build

confidence while keeping the project moving forward.

Let's dive into what it means to coach in a project environment and how it can

transform team performance.

Many people mix up coaching and mentoring, but they serve different

Coaching is focused on short -term performance and future goals.

It is usually more structured and helps people find their own solutions through

questioning.

Mentoring, on the other hand, is more informal and long -term. It is about

sharing experience and offering advice for personal and professional growth.

Understanding the differences helps project leaders choose the right

depending on the situation and the needs of their team.

This table gives us a side -by -side comparison of coaching and mentoring.

As you can see, coaching is typically short -term and focused on performance

improvement, while mentoring is long -term and supports overall personal and

professional growth.

The communication style also differs.

Coaches ask questions to guide reflection, while mentors offer advice

their own experiences.

Another key difference is that coaches do not need to be experts in the person

field, but mentors usually are.

To be an effective coach, you need to play several important roles.

You act as a facilitator of learning, using questions and reflection to help

others grow.

You also serve as a provider of constructive feedback.

helping your team see what's working and what can improve.

A strong coach is a guide for planning and goal setting, helping individuals

out realistic and meaningful next steps.

And just as importantly, you are an active listener and motivator, creating

safe and encouraging space where people feel heard and inspired.

And remember, you don't need to be an expert in the coach's field.

What matters most is your ability to support performance into improvement

through trust, neutrality and capacity building.

To get the best results from coaching, it is important to follow a few key

practices. First, build a strong and intentional relationship with the

Second, help them become familiar with the organization's culture and the

opportunities it offers.

Third, work together to clearly identify their needs, their goals, and what

specific steps they should take next.

Next, set clear expectations and create a consistent meeting schedule.

Finally, check in regularly to evaluate progress and give feedback that is both

constructive and timely.

And always remember, coaches do not have a personal agenda.

Their only goal is to help the coachee succeed.

this section, we will explore a six -step coaching process that is designed

help project leaders support their team members in a structured way.

The coaching process often begins with two foundational questions.

First, ask, where are we going?

This invites team members to reflect on the project's direction and ensures that

everyone's strategic objectives are aligned with the broader vision.

Then ask, Where are you going?

This second question focuses on the individual, helping each team member

identify their own goals and how they relate to the project.

By starting with these two perspectives, the coach builds a shared understanding

while also support personal development.

In step three, we ask team members what they think is going well.

This is a chance to recognize their achievements and uncover positive

developments that may have gone unnoticed.

It helps reinforce what's working.

In the next step, we shift the focus to improvement.

We ask team members to suggest ways to do better.

This encourages reflection and creates opportunities to adjust and grow as a

team.

In step five, we ask the team, how can I help?

This question opens the door for leaders to offer meaningful support.

It is a reminder that good coaching isn't about how often you meet, but

the quality of those interactions.

Then in the final step, we turn the spotlight on ourselves and ask, what

suggestions do you have for me?

This encourages open two -way communication and shows team members

feedback matters.

When leaders invite coaching themselves, it builds trust and increases the

team's willingness to grow.

In this example, Sarah, the project manager, uses a coaching -oriented

to lead her team.

Instead of giving instructions, she asks thoughtful questions that help team

members find their own solution.

She also gives personalized feedback and creates space for one -on -one

conversation.

As a result, her team feels empowered, motivated, and engaged in both their

tasks and their developments.

In this second example, we see a very different approach.

Robert, who is the project manager, speaks to a top -down style where

are made by him alone.

He gives instructions and expects compliance without encouraging input

team. This creates an environment where people do not feel involved or valued.

As a result, motivation drops, innovation stalls, and the team becomes

dependent on the manager.

Before you continue, please make sure to complete the listed readings.

These sections from PMBOK 6 and 7 will help you reinforce what we have

today about leadership, motivation, and coaching.

To wrap up this session, here are your upcoming tasks.

Please participate in Discussion Board 2 by posting your thoughts and also

complete assignment 3 before the next session.

And that brings us to the end of Part C.

If you have any questions or comments, please don't hesitate to reach out.

you very much again for watching this video and I look forward to our next

session.