All language subtitles for KU PMGT 840 Session 3 (Part C)- Coaching

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.