_expert coaching

I would be happy to become your trusted partner for your project tasks. After a joint definition of the coaching goal, we will arrange several individual sessions. Typical sessions are 1.5 hours every two weeks for a period of three to six months. I often recommend one-day workshops with the rest of the team after an initial time together.

For me, confidentiality and reliability are the most important pillars of my coaching. Confidentiality is the basis of close collaboration: not everyone needs to know what results you have achieved with or without a coach. And: if you wish, we can also talk about whether project work is the right thing for you at all and what other perspectives there are.

Reliability is an essential quality, especially for project managers: assessing yourself and the team realistically and with sufficient ambition and dealing with this honestly is an extremely important skill. I always try to convey this.

A few examples:

I know only too well what it means to be a project manager. "As a project manager, you are also responsible for the weather" or "My inbox is treated as a repository for all annoying topics" are stylistic blossoms that I have already experienced. I help to ensure that this does not reflect everyday life for you as a project manager. In addition to eliminating imbalances, I can also improve your work: be it in leading the team, in goal orientation, in dealing with stress and decisions, in resolving conflicts. Simply to help you find your role.

Do you actually want to work in a more agile way, but haven't been doing so for long and/or your team is still very traditional? I would be happy to introduce agile processes with you in the background, adapt them to your environment and implement them. Sometimes it takes an external person to make the advantages clear to everyone.

In my coaching sessions with clients, I like to ask what the client considers to be the most important task. This often results in answers such as Managing the project manager, intervening early when problems arise, recognizing important risks.

None of this is wrong. But my answer is: as the client, I must first and foremost trust the project manager and the project team and enjoy the project. The project team does everything else. I have to provide the necessary resources and intervene in an emergency if the project team fails to do so.

I also like to conduct short, compact awareness training sessions with clients in order to convey the basics of project management, especially for those who have not worked much in projects before.

I can be something like an external PMO in the background. While the internal PMO is often heavily involved operationally (sometimes abused), I can develop/simplify/implement processes in close coordination with the PMO. Or work strategically together with the PMO to drive maturity in the organization.

I would be happy to work with you to further develop the risk management process.

See also my blog posts:

... Identify risks earlier and manage them better

... Better manage risks across projects and learn from them

See also my blog post:

... get the project's deadlines under control