Adapt Consulting Company

Embracing new technology and revamping business models is akin to steering a ship: it’s wiser to proactively set the course rather than reacting to turbulent waters. For organizations, the clear delineation of roles, objectives, controls, workflows, and responsibilities is paramount, especially in the face of technological integration.

In scenarios where business processes are predominantly manual and dictated by individual personalities, hurdles inevitably arise during technology procurement and deployment. This is because technology inherently demands explicit rules, well-defined processes, streamlined workflows, and, most importantly, individuals who are both accountable and responsible.

There are two primary domains where clarity is essential:

1. Design: This encompasses setting the standards, determining the process, finalizing the format, and laying out the structure.

2. Operation: Here, the emphasis is on the stages of input, processing, and output.

Organizations often confront these issues during the implementation phase, usually under pressure from IT vendors urging swift decisions. The ticking clock, coupled with rising costs, can induce panic. However, there’s an alternative: address these concerns *prior* to implementation.

Being proactive rather than reactive presents multiple benefits:

– Cost-Efficiency: It saves money in the long run, as decisions made in haste often result in wastage and redundancies.

– Time Management: Proactivity means you’re less likely to be rushed into decisions that may not align with the organization’s best interests.

– Reduced Stress: Pre-empting challenges reduces the overall anxiety associated with tech integrations.

– Clearer Outcomes: With a defined path, expected results are more likely to align with the actual output.

Furthermore, addressing these areas before tech implementation offers a golden opportunity: it allows organizations to revisit and potentially refine their organizational design and operational “ways of working”. Instead of it being a hurried, reactive afterthought (often pushed by an IT vendor keen on quickly delivering and moving to their next assignment), this proactive approach places the organization’s unique needs and goals at the forefront.

Remember, most IT suppliers are mainly focused on delivering their product. They may not be deeply invested in understanding the nuances of your business model, the services you offer, the well-being of your employees, or the satisfaction of your customers. Thus, taking control and steering the ship in anticipation of technological advancements ensures not only smoother seas but also a journey that is aligned with the organization’s true north.

Adapt Consulting Company

We deliver projects and change, and improve the confidence, capacity, drive and desire of the people we work with. We understand data, technology and process and support people to drive performance and progress for purpose, profit and planet.

#people #process #performance #projects #programmes #pmo #change #processimprovement #projectmanagement #changemanagement #workshops #mediation #coach #icfcoach #mentor #facilitation #training #jersey #channelislands

In the dynamic world of project management, there’s a constant tug-of-war between planning and executing, between talking and doing, between documenting and delivering. It’s crucial for teams and leaders to strike the right balance. But how does one discern that sweet spot?

The Delicate Balance
At one end, comprehensive project management, with its meticulous planning and elaborate documentation, promises clarity and control. Dashboards paint a vivid picture of project health, highlighting milestones achieved, and predicting roadblocks. But the risk? Spending too much time on creating the perfect plan, adjusting the dashboards, or documenting each minutiae could lead to analysis paralysis.

At the other end is the pressing need for tangible project delivery. After all, a project’s success isn’t gauged by the number of meetings held or the extensiveness of documents produced but by the actual output. An overemphasis on administrative tasks could starve the primary goal: product delivery.

Costs and Benefits
Administrative and documentation efforts, though seemingly cumbersome, are not without their merits. They establish a foundation, offering clarity and aligning stakeholders. They prevent scope creep and ensure that resources are used optimally. But there’s a tipping point. When the cost of these activities starts to overshadow their benefit, it’s time to recalibrate.

The Agile Manifesto’s Insight
This dilemma reminds us of a key principle from the Agile Manifesto: valuing “working products over comprehensive documentation.” Agile methodologies, like Scrum and Kanban, emphasize iterative development and continuous delivery, making sure that teams don’t lose sight of the end goal. It’s not a call to abandon documentation, but a reminder to prioritize: what drives value to the customer?

Weighing or Feeding?
Here’s an analogy: Imagine a farmer keen on raising a healthy pig. If he’s incessantly weighing the pig, checking its metrics, but neglects to feed it adequately, the pig won’t grow. Similarly, in project management, while it’s essential to measure (weigh), it’s even more crucial to act (feed).

Final Thoughts
In the dance of project management versus project delivery, harmony is key. While dashboards offer insight, they shouldn’t overshadow delivery. It’s a delicate balance, and the mastery lies in knowing when to talk and when to act, when to measure, and when to execute. As we tread this path, let’s ensure we’re feeding our projects just as much as, if not more than, we’re weighing them.

Adapt Consulting Company

We deliver projects and change, and improve the confidence, capacity, drive and desire of the people we work with. We understand data, technology and process and support people to drive performance and progress for purpose, profit and planet.

#people #process #performance #projects #programmes #pmo #change #processimprovement #projectmanagement #changemanagement #workshops #mediation #coach #icfcoach #mentor #facilitation #training #jersey #channelislands

Project management is a multifaceted discipline, with myriad variables that can influence the outcome of an endeavor. For stakeholders, having a clear picture of a project’s status at any given moment is paramount. Enter the PMO (Project Management Office) dashboard – an essential tool for providing a bird’s-eye view of all project aspects. But what elements are vital to ensure maximum clarity and value for stakeholders?

1. Project Budget, Current Spend, and Projected Spend: Money is often the first thing stakeholders ask about. Providing clear metrics on the project’s financials is critical. The budget sets expectations, while the current and projected spends offer a real-time view of financial health. Variance between these figures can be a leading indicator of broader project challenges.

2. Man-days (Planned, Current, Projected): Man-days equate to work effort. By comparing planned versus actual man-days, stakeholders can assess if the project is on track resource-wise. If more man-days are being used than planned, it could signal inefficiencies, scope changes, or underestimated tasks.

3. Baseline End-Date vs. Projected End-Date: Time, like money, is a finite resource. The baseline end-date establishes the initial timeline, but the projected end-date shows real-time adjustments. Delays can have cascading effects on dependent projects or business cycles, so this metric is of utmost importance.

4. Project Risk Rating: Every project has inherent risks. A risk rating system—often color-coded for simplicity—allows stakeholders to instantly gauge the potential hazards. This is not about creating fear but fostering awareness and promoting proactive problem-solving.

5. Project Name/ID and Manager: Knowing the project’s title and who’s steering the ship is foundational. This establishes context and offers a point of contact for deeper inquiries.

6. Project Status and % Completion: A high-level status (e.g., “In Progress” or “Completed”) paired with a percentage completion offers a quick gauge of where the project stands in its lifecycle.

7. Key Milestones: These are the pivotal moments or deliverables that chart a project’s progress. By keeping an eye on milestone achievements, stakeholders can ensure alignment with strategic objectives.

8. Stakeholder Feedback: Beyond the hard metrics, stakeholder sentiment is a valuable temperature check. Regular feedback loops can offer insights that quantitative data might miss.

In conclusion, a PMO dashboard, when thoughtfully constructed, becomes more than just a tracking tool. It’s a powerful communication instrument, bridging the gap between project teams and stakeholders. Prioritizing elements based on stakeholder importance ensures that everyone remains aligned, informed, and proactive, driving projects to their successful completion.

Adapt Consulting Company

We deliver projects and change, and improve the confidence, capacity, drive and desire of the people we work with. We understand data, technology and process and support people to drive performance and progress for purpose, profit and planet.

#people #process #performance #projects #programmes #pmo #change #processimprovement #projectmanagement #changemanagement #workshops #mediation #coach #icfcoach #mentor #facilitation #training #jersey #channelislands

Project Assurance, Quality, and Technical Assurance in Project Management

In project management, assurance mechanisms, including project assurance, quality assurance, and technical assurance, serve as pivotal safeguards that ensure a project aligns with its intended objectives, meets requisite standards, and delivers value to stakeholders.

1. Project Assurance:
– Overview: Project assurance provides confidence to stakeholders that the project will achieve its objectives and deliver the intended benefits. It ensures that a project is on track in terms of time, budget, and scope.
– Role: Through regular monitoring and reviews, project assurance identifies potential risks and issues, ensuring that appropriate corrective actions are taken. It is the oversight mechanism that keeps projects aligned with strategic goals and ensures governance standards are met.

2. Quality Assurance (QA):
– Overview: Quality assurance focuses on the process aspect of a project, ensuring that the processes used to deliver the outputs are effective and consistent.
– Role: QA emphasizes preventing defects by ensuring that processes are designed and executed correctly. By using predefined standards, best practices, and continuous improvement methodologies, QA ensures the end product or service meets the desired quality standards. Regular audits, reviews, and inspections are tools employed in QA to monitor and improve processes.

3. Technical Assurance:
– Overview: Technical assurance, often specific to IT and engineering projects, ensures that the technical aspects of a project are sound and that the solution is technically viable and sustainable.
– Role: This involves validating the technical design, methodologies, tools, and technologies used in the project. Technical assurance ensures that the project aligns with architectural standards, is scalable, and meets performance, security, and integration requirements. It often involves experts or specialists who review the technicalities of the project and provide recommendations or validation.

Combined Role in Project Management:
Collectively, these assurance mechanisms offer a holistic approach to managing and overseeing projects.

– Comprehensive Oversight: While project assurance focuses on the broader project objectives and governance, quality assurance zooms in on the processes, and technical assurance ensures technical soundness. Together, they provide a 360-degree view of the project’s health and viability.

– Risk Mitigation: Each type of assurance has its set of tools and methodologies to identify, assess, and mitigate risks, ensuring that potential pitfalls are addressed before they escalate.

– Stakeholder Confidence: Assurance processes build trust among stakeholders, sponsors, and clients by demonstrating that the project is under control, risks are managed, and quality outputs will be delivered.

– Value Delivery: By ensuring projects align with strategic goals, meet quality standards, and are technically sound, these assurance mechanisms ensure that the projects deliver real value to organizations and stakeholders.

In essence, project assurance, quality assurance, and technical assurance work in tandem to provide a structured, systematic, and comprehensive approach to project management, optimizing the chances of successful project outcomes.

Adapt Consulting Company

We deliver projects and change, and improve the confidence, capacity, drive and desire of the people we work with. We understand data, technology and process and support people to drive performance and progress for purpose, profit and planet.

#people #process #performance #projects #programmes #pmo #change #processimprovement #projectmanagement #changemanagement #workshops #mediation #coach #icfcoach #mentor #facilitation #training #jersey #channelislands

Information Governance (IG):
Information Governance is the framework for handling information from its inception to its final disposal. It’s a set of multidisciplinary structures, policies, procedures, processes, and controls implemented to manage information at an enterprise level, supporting an organization’s immediate and future regulatory, legal, risk, environmental, and operational requirements. Key elements include:

1. Strategic Alignment: IG aligns information management with the overall business strategy.
2. Risk Management: Ensures that risks associated with organizational information are understood and mitigated.
3. Regulatory and Legal Compliance: Ensures that information is managed according to legal and regulatory requirements.
4. Value Creation: Identifies and ensures the safe and appropriate use of information to generate value for the organization.
5. Efficiency and Transparency: Streamlines information processes and makes them transparent to enhance trustworthiness and integrity.

Records Management (RM):
Records Management is a sub-discipline of IG, focusing on the control and administration of records throughout their lifecycle. This includes the creation, receipt, maintenance, use, and disposal of records. Key elements include:

1. Classification: Grouping related records together.
2. Retention: Determining how long records should be kept.
3. Storage: Safeguarding records and ensuring their accessibility.
4. Disposition: Proper disposal or transfer of records after their useful life.
5. Archiving: Preserving records that have enduring value.

Importance during Periods of Change, like Mergers and Acquisitions:

During significant organizational shifts, such as mergers and acquisitions (M&A), the criticality of IG and RM becomes even more pronounced:

1. Data Duplication and Redundancy: M&A often lead to the merging of data and systems, which can result in duplications or inconsistencies. Proper IG can guide the integration process, ensuring that data remains consistent, accurate, and valuable.

2. Regulatory Scrutiny: Mergers or acquisitions can attract regulatory scrutiny. Proper records management ensures that all necessary documentation is available, up-to-date, and compliant, mitigating risks of non-compliance.

3. Due Diligence: Accurate records and a strong IG framework allow organizations to perform thorough due diligence, assessing risks and benefits before finalizing decisions.

4. Cultural Integration: Different companies might have different data handling cultures. A robust IG framework can aid in harmonizing these differences, fostering a unified data management culture.

5. Value Preservation: One primary aim of M&A is to derive value, whether by gaining assets, market share, or expertise. Proper IG and RM ensure that the intrinsic value tied up in information assets of the acquired or merging entities is preserved and enhanced.

In essence, during transitional periods, robust information governance and records management are crucial not just for compliance, but for the success of the change process and the realization of its intended benefits.

Adapt Consulting Company

We deliver projects and change, and improve the confidence, capacity, drive and desire of the people we work with. We understand data, technology and process and support people to drive performance and progress for purpose, profit and planet.

#people #process #performance #projects #programmes #pmo #change #processimprovement #projectmanagement #changemanagement #workshops #mediation #coach #icfcoach #mentor #facilitation #training #jersey #channelislands

ADKAR: A Goal-Oriented Change Management Model by Prosci

Change is inevitable in the world of projects, and managing this change is critical to ensure the successful adoption of new initiatives, processes, and tools. Prosci’s ADKAR model offers a structured approach to facilitate this change, ensuring that individuals can transition smoothly from their current state to the desired future state. It consists of five sequential building blocks:

1. Awareness – Why is the change necessary?
– Before individuals can change, they need to understand why change is needed.
– This step involves communicating the nature of the change, its implications, and the reasons behind it, be it external pressures, internal shifts, or opportunities for growth.

2. Desire – Personal motivation to support and participate in the change.
– Once aware, individuals need personal motivation to get involved.
– This phase is about fostering a positive attitude towards the change. It’s influenced by intrinsic motivation, understanding of the benefits, and the organizational culture.

3. Knowledge – How to change?
– With motivation in place, individuals require information on how to change.
– This step includes training sessions, workshops, and other educational endeavors. It’s about equipping individuals with the skills and knowledge they need.

4. Ability – Transforming knowledge into action.
– Knowledge doesn’t always translate to ability. This phase ensures that the new skills and behaviors are implemented effectively.
– It may require practice, coaching, and feedback loops. It’s about ensuring individuals can utilize what they’ve learned.

5. Reinforcement – Making the change stick.
– Even after successfully implementing change, there’s a risk of reverting to old ways.
– This final step is about reinforcing the new behaviors and ensuring the change is sustainable. It includes recognizing and celebrating successes, providing ongoing support, and embedding the changes into the organization’s culture.

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In the Context of Project and Change Management:

For project managers, the ADKAR model provides a roadmap to ensure that the technical side of a project aligns with the people side of the project. It underscores the fact that successful change isn’t just about introducing a new system or process, but also about ensuring that individuals can and will adopt it. By addressing each of the five elements, project managers can minimize resistance, maximize adoption, and ensure a smoother transition, leading to the successful realization of project goals.

Adapt Consulting Company

We deliver projects and change, and improve the confidence, capacity, drive and desire of the people we work with. We understand data, technology and process and support people to drive performance and progress for purpose, profit and planet.

#people #process #performance #projects #programmes #pmo #change #processimprovement #projectmanagement #changemanagement #workshops #mediation #coach #icfcoach #mentor #facilitation #training #jersey #channelislands

The STEPPA coaching model, proposed by McLeod (2003), is a structured approach to coaching that guides both the coach and coachee through the coaching process.

1. Subject:
– This is the starting point of the coaching process. The coach and coachee identify the specific topic or issue that the coachee wants to address. This could be a challenge, an opportunity, or any area of improvement. The clearer the subject, the more effective the coaching session will be.

2. Target:
– Once the subject has been identified, the next step is to define the desired outcome or goal. This involves specifying what success looks like and what the coachee wants to achieve by the end of the coaching process. Goals should be SMART (Specific, Measurable, Achievable, Relevant, and Time-bound).

3. Emotion:
– Emotions play a crucial role in coaching. The coachee’s emotional response to the subject and goal is explored. Understanding emotions can give insights into motivations, fears, and potential barriers. It also helps in building rapport and trust between the coach and coachee.

4. Perception:
– Perception is about the coachee’s current viewpoint or belief system related to the subject. This step involves uncovering limiting beliefs or misconceptions that might be hindering progress. By challenging and reframing these perceptions, the coachee can gain new perspectives and see new possibilities.

5. Plan:
– With a clear understanding of the subject, goal, emotions, and perceptions, the coach and coachee collaborate to create a plan of action. This plan outlines the steps required to move from the current situation to the desired outcome. Each step should be concrete, actionable, and aligned with the coachee’s values and resources.

6. Pace:
– This step involves setting a realistic pace for implementing the plan. It considers the coachee’s commitments, resources, and any potential obstacles. Setting the right pace ensures that the coachee remains motivated and doesn’t feel overwhelmed.

7. Action:
– The final step is all about taking action. The coachee starts implementing the plan, making adjustments as needed based on feedback and results. The coach provides support, accountability, and guidance throughout this phase, ensuring that the coachee remains on track and moves closer to the desired outcome.

The STEPPA coaching model provides a systematic and structured approach to coaching. It ensures that both the coach and coachee remain focused on the desired outcome while addressing emotions, perceptions, and potential obstacles. The emphasis on planning and pacing ensures that the coachee feels empowered and supported throughout the journey towards achieving their goals.

read more
https://www.linkedin.com/pulse/steppa-coaching-model-mcleod-2003-adapt-consulting-company-e7d3e

Adapt Consulting Company

We deliver projects and change, and improve the confidence, capacity, drive and desire of the people we work with. We understand data, technology and process and support people to drive performance and progress for purpose, profit and planet.

#people #process #performance #projects #programmes #pmo #change #processimprovement #projectmanagement #changemanagement #workshops #mediation #coach #icfcoach #mentor #facilitation #training #jersey #channelislands

Dashboards, with their visual representations and summarized data, offer a bridge between complex project data and stakeholder understanding. They can be customized according to the audience’s expertise, need for detail, and the project’s methodology. However, striking a balance between clarity and comprehensiveness is pivotal.

1. Reporting to the Project Board or Steering Committee (SteerCo):
Given that SteerCo members are well-acquainted with the project, the key is conciseness:

– Header: Project Name
– Progress Metrics: Visual charts/graphs displaying project’s status against time and budget.
– Activity Snapshot: A succinct summary of recent happenings.
– Task Overview:
– Completed tasks since the last report. These could be represented as a list with annotations or a more graphic representation such as a pie chart detailing task statuses.
– Upcoming tasks, visualized through a Gantt chart or a Kanban board. The forecast depth (next week or further) can vary based on SteerCo’s preference and the project’s phase.
– Risks: Highlight major risks that need SteerCo’s attention.
– Decision Record: A log capturing pivotal SteerCo decisions, especially ones that alter the project’s scope, timeline, or budget.

2. Engaging Business and Stakeholders:
For external stakeholders, context is key, as is clear communication on what directly affects them:

– Header: Project Name
– Project Context: Briefly reintroduce the project’s aim and key deliverables.
– Team & Role Outline: Highlight key project members and their roles to provide contact points.
– Progress Metrics: Visual aids showing project status against time and budget.
– Announcements: Key notifications stakeholders should be aware of.
– Task Overview:
– Recently accomplished tasks with annotations.
– Forthcoming tasks, with depth determined by stakeholder needs and the project’s duration.
– Risks & Issues: A summarized log of potential risks and current issues.

Additional Insights for Dashboard Reporting:

– Interactivity: Modern dashboards are often interactive, allowing users to dive into areas of interest for more detail.
– Consistency: Regardless of the project’s methodology, maintaining a consistent format across reports helps stakeholders know where to look for specific information.
– Visual Hierarchy: Use design principles to draw attention to the most critical data. For example, larger fonts or brighter colors can emphasize key metrics or issues.
– Feedback Loop: Periodically gather feedback on the dashboard’s effectiveness. This ensures it remains relevant and useful for the intended audience.

Waterfall vs. Agile Reporting:

The differences in progress reporting between Waterfall and Agile methodologies can be likened to the distinction between following a recipe and innovating in the kitchen.

Waterfall Reporting (Like Following a Recipe):

Pre-determined Steps: Just as a recipe provides a clear list of steps to follow, the Waterfall model defines all the tasks upfront. This means you can easily report progress by ticking off completed tasks.

Fixed Ingredients & Measures: With a recipe, you know in advance the exact ingredients and quantities you need. Similarly, Waterfall projects have predefined resources and requirements. Reporting in this context is about confirming that things are proceeding as per the set plan.

Agile Reporting (Like Culinary Innovation):

Iterative Phases: Instead of a fixed set of tasks, Agile projects are organized into phases like prototyping, developing a minimal viable product (MVP), and subsequent versions leading to a final product. Just as an innovative cook might adjust dishes based on taste tests, Agile teams adjust their work based on feedback and changing requirements.

Flexibility & Adaptation: Agile teams, much like cooks who innovate, have the flexibility to change ingredients or techniques as they progress. This makes it harder to report progress in the traditional sense since the target can change based on ongoing evaluations and stakeholder feedback.
In conclusion, while Waterfall’s progress can be linearly tracked against a fixed set of tasks, Agile’s progress is more dynamic, adapting to changes and feedback, making it a bit more challenging to quantify and report using conventional metrics.


In summary, an effective dashboard should resonate with its target audience, present data transparently, and be adaptable to the project’s nature and methodology.

Adapt Consulting Company

We deliver projects and change, and improve the confidence, capacity, drive and desire of the people we work with. We understand data, technology and process and support people to drive performance and progress for purpose, profit and planet.

#people #process #performance #projects #programmes #pmo #change #processimprovement #projectmanagement #changemanagement #workshops #mediation #coach #icfcoach #mentor #facilitation #training #jersey #channelislands

Adapt Consulting Company support management and leadership with change programmes, often including change teams and talent academy offering the tools, templates and techniques to help organisational change. 

Cognitive Behavioral Coaching (CBC) is an approach to coaching that combines elements of cognitive psychology with coaching techniques to help individuals identify and overcome cognitive and emotional barriers to personal and professional growth. CBC is rooted in the principles of Cognitive Behavioral Therapy (CBT), a widely recognized therapeutic approach for addressing mental health issues. 

Key Components of Cognitive Behavioral Coaching: 

1. Identifying Negative Thought Patterns: CBC begins by helping clients become aware of their negative thought patterns and beliefs that may be hindering their progress. These could include self-doubt, irrational fears, or self-limiting beliefs. 

2. Challenging and Restructuring Thoughts: Once negative thought patterns are recognized, clients work with the coach to challenge these thoughts and replace them with more rational and positive alternatives. This process is similar to cognitive restructuring in CBT. 

3. Goal Setting: CBC assists clients in setting clear and achievable goals. These goals are often specific, measurable, and time-bound (SMART goals). Clients are encouraged to focus on what they can control and change. 

4. Action Planning: CBC involves creating actionable plans to reach the identified goals. Clients work with their coaches to break down larger goals into smaller, manageable steps. This helps prevent feeling overwhelmed and promotes a sense of accomplishment as each step is achieved. 

5. Behavioral Experiments: Similar to CBT, CBC may incorporate behavioral experiments. Clients test new behaviors or responses in real-life situations to challenge and modify their negative beliefs. 

6. Self-Monitoring and Reflection: Clients are encouraged to monitor their thoughts, emotions, and behaviors regularly. Self-reflection helps track progress and identify areas where further adjustments may be needed. 

7. Feedback and Accountability: Coaches provide constructive feedback and hold clients accountable for their commitments and actions. This accountability helps maintain momentum and motivation. 

8. Emotional Regulation: CBC helps individuals develop strategies for managing and regulating their emotions, particularly when faced with challenges or setbacks. 

Benefits of Cognitive Behavioral Coaching: 

1. Improved Self-Awareness: CBC enhances self-awareness by helping clients recognize their thought patterns and emotional responses. 

2. Enhanced Problem-Solving Skills: Clients develop effective problem-solving skills to address challenges and obstacles. 

3. Increased Resilience: Clients learn to bounce back from setbacks and develop resilience in the face of adversity. 

4. Boosted Confidence: Challenging negative beliefs and achieving goals can significantly boost clients’ self-confidence. 

5. Better Decision-Making: CBC supports rational decision-making by reducing the influence of irrational thoughts and emotions. 

6. Personal Growth and Development: By addressing cognitive and emotional barriers, clients can experience personal growth and development in various aspects of their lives. 

7. Stress Reduction: Learning to manage and change thought patterns can reduce stress and anxiety. 

Cognitive Behavioral Coaching is a versatile approach that can be applied in various settings, including life coaching, executive coaching, career coaching, and personal development coaching. It equips individuals with the tools and skills needed to achieve their goals, improve their mental well-being, and lead more fulfilling lives. 

Adapt Consulting Company 

We deliver projects and change, and improve the confidence, capacity, drive and desire of the people we work with. We understand data, technology and process and support people to drive performance and progress for purpose, profit and planet. 

#people #process #performance #projects #programmes #pmo #change #processimprovement #projectmanagement #changemanagement #workshops #mediation #coach #icfcoach #mentor #facilitation #training #jersey #channelislands

Hawkins (2012) CLEAR coaching model

Adapt Consulting Company support management and leadership with change programmes, often including change teams and talent academy offering the tools, templates and techniques to help organisational change.




The CLEAR coaching model, developed by Michael Hawkins in 2012, is a structured approach to coaching that focuses on facilitating effective communication and problem-solving between coaches and clients. The model consists of five key stages: Contracting, Listening, Exploring, Action, and Review.

1. Contracting: The coaching relationship begins with a clear contract. This stage involves establishing mutual expectations, boundaries, and goals. Coaches and clients define the purpose of coaching, the roles and responsibilities of each party, and the desired outcomes.

2. Listening: Effective communication is at the heart of the CLEAR model. Coaches must actively listen to clients, creating a safe and supportive environment for them to express their thoughts, feelings, and concerns. Listening involves not just hearing words but also understanding the underlying emotions and motivations.

3. Exploring: In this stage, coaches help clients explore their thoughts and feelings in-depth. This involves asking powerful questions to encourage self-reflection and insight. The goal is to help clients gain a deeper understanding of themselves and their challenges.

4. Action: Once clients have a clear understanding of their goals and challenges, the coaching process moves to the action stage. Coaches collaborate with clients to identify concrete steps and strategies for achieving their goals. Action plans are developed, and clients are encouraged to take proactive steps towards their desired outcomes.

5. Review: Regularly reviewing progress is essential to ensure that clients stay on track and make necessary adjustments to their action plans. Coaches and clients evaluate the effectiveness of the strategies employed and assess any obstacles or barriers that may have arisen.

The CLEAR coaching model is underpinned by several key principles:

– Empowerment: The model emphasizes the empowerment of clients. Coaches aim to help clients develop their problem-solving skills and take ownership of their actions and decisions.

– Active Listening: Effective listening is crucial throughout the coaching process. Coaches should create a non-judgmental and empathetic environment that encourages open and honest communication.

– Reflection and Self-awareness: The model promotes self-reflection and self-awareness as essential tools for personal and professional growth. Clients are encouraged to explore their values, beliefs, and behaviors.

– Accountability: Coaches and clients share accountability for the coaching process. Both parties are responsible for ensuring that the coaching relationship remains focused on the client’s goals.

– Results-Oriented: The CLEAR model is results-oriented, with a strong emphasis on helping clients achieve tangible outcomes. The action stage is particularly geared toward taking concrete steps toward goal attainment.

In summary, the CLEAR coaching model, developed by Michael Hawkins in 2012, provides a structured framework for effective coaching relationships. It begins with clear contracting, emphasizes active listening and exploration, focuses on action and results, and includes regular reviews to ensure progress. The model is rooted in principles of empowerment, accountability, and self-awareness, making it a valuable tool for both coaches and clients seeking personal and professional development.

Adapt Consulting Company

We deliver projects and change, and improve the confidence, capacity, drive and desire of the people we work with. We understand data, technology and process and support people to drive performance and progress for purpose, profit and planet.

#people #process #performance #projects #programmes #pmo #change #processimprovement #projectmanagement #changemanagement #workshops #mediation #coach #icfcoach #mentor #facilitation #training #jersey #channelislands