Manage This - The Project Management Podcast

The podcast by project managers for project managers. An episode about detecting imminent failure and dealing with project issues that could lead to failure. The project manager’s approach to supporting the team, addressing issues, and communicating resolutions is crucial for any project facing adversity. Table of Contents 01:56 … Meet Susan03:54 … Susan’s Project Story08:30 … When Nobody Speaks Up10:59 … Warning Signs15:55 … When is the Project Manager at Fault19:38 … Sequestering the Team22:25 … Maintaining Communication Channels26:40 … Root Cause Analysis28:30 … Documenting Lessons Learned31:06 … The Resolution of Susan’s Project34:05 … Get in Touch with Susan35:03 … Closing SUSAN IRWIN:  It’s not about ego.  It is about furthering the practice of project management, it is about making everybody great.  It is about working together as a unified team. Not just a project team, but a project manager team, to make each one of us great. WENDY GROUNDS:  You’re listening to Manage This, the podcast by project managers for project managers.  I’m Wendy Grounds, and with me is Bill Yates.  So an interesting thing happened to us the other day. As we were preparing to record this podcast, two days ago, we had some equipment failure. BILL YATES:  Yes, we did. WENDY GROUNDS:  And that amounts to a project failure. BILL YATES:  Yes. WENDY GROUNDS:  Have you ever had a project fail, Bill? BILL YATES:  Yes, I certainly have.  I think most who are listening to this can relate.  I think it was quite ironic that we would have a project failure, even with our episode as we were going to record this. First time.  That’s too funny. WENDY GROUNDS:  Fortunately, Danny got us fixed up, and we’re ready to go today. BILL YATES:  You know, Wendy, it occurs to me this topic is one that is really rich.  And we offer an online course by Neal  Whitten on this topic of project failure.  It’s called “17 Top Reasons Why Projects Fail.”  Neal goes through those.  He introduces those 17, and then of course talks about how we can avoid them.  So another way we can go deeper in this topic. WENDY GROUNDS:  We’re actually talking with someone who has experience in project failure.  Our guest is Susan Irwin, and she’s an adjunct professor at the University of Alabama, Collat School of Business. BILL YATES:  Wendy, this is going to be a pertinent conversation for our listeners.  And I’m excited to have Susan with us.  She has great information about both how to detect when failure is imminent with a project, and then advice.  So she gives four areas of advice for those that are dealing with project issues that could lead to failure.  So let’s get into it with Susan. Meet Susan WENDY GROUNDS:  Susan, welcome to Manage This.  Thank you so much for being our guest. SUSAN IRWIN:  Yes, thank you.  I’m so excited to be able to share my ideas. WENDY GROUNDS:  We’re looking forward to hearing your story.  But I want to ask you about your career background.  Can you tell me how you got into project management? SUSAN IRWIN:  So I’ve been doing this for about 15 years.  And so like most project managers that have been doing it for this long, I actually stumbled into it by happenstance. I was a developer by trade.  I was really content on spending my life in the development side of the house.  A manager at the time saw something in me, and this was back when project management was first starting to come into industry.  You didn’t really see it much outside of the government sector.  He asked me if I wanted to step into this role as a project manager. I really was apprehensive about it because I didn’t really see at that time the value in project management.  I felt that project managers were more of the gatekeeper and less of the facilitator of getting work done. And so I begrudgingly did it, and I fell in love with it. So I went in, I did my PMP certification, and fell in love with it.

The podcast for project managers by project managers. The sales team and the project manager - how to improve that complex relationship.  Advice for the project teams who have to deliver what sales has sold and why sales professionals should be kept engaged in the project from start to finish. Table of Contents 01:56 … Meet James 03:06 … BrandMuscle 04:17 … The Sales Guy’s Perspective 08:56 … The Pressure on the Sales Team 11:37 … How to Deliver what Sales has Sold 15:17 … Project Handoff 17:20 … Scrutinize the Contract 18:48 … Advice for the Sales Team 21:33 … The Project Kickoff 23:57 … Sales and Identifying Risks 25:13 … The Project Handoff 26:56 … Leadership Influencers 28:07 … Career Advice 29:42 … Connect with James 30:23 … Closing JAMES MORSE:  ...as you balance that relationship with sales, you naturally develop a trusting relationship between the project team and the sales team.  And that’s so helpful because then I trust the salesperson to deliver something correctly, and they trust me to actually deliver on that and make sure that that project gets in time, is in budget, is in scope, and it delivers a happy customer. WENDY GROUNDS:  Welcome to Manage This, the podcast by project managers for project managers.  This is our opportunity to meet with you and talk about issues that project managers are facing today.  We hope you’ll continue to tell us what you like and offer your suggestions.  You can leave a comment on Google, Apple Podcasts, Spotify, Stitcher, or whatever podcast listening app you use.  You can also leave comments on the Velociteach.com website or on our social media pages.  I am Wendy Grounds, and with me in the studio is Bill Yates. BILL YATES:  Wendy, we’re going to have a fun conversation today.  We’ve got a great topic. WENDY GROUNDS:  Yes, we have.  And we have a great guest, too.  So his name is James Morse, and he serves as the Vice President and Head of Product for BrandMuscle.  He’ll tell us a little bit more about BrandMuscle coming up. BILL YATES:  Yeah.  And James is unique in that he served the project manager role and also the sales role, project manager first in his career and then later in sales, and so really what we’re going to talk about is the hatred between project managers and sales. WENDY GROUNDS:  I’d say a particularly strong dislike. BILL YATES:  Yeah, there’s so many project managers who have discovered that their sales team has made some promises or overcommitments that now the project manager and the team have to deliver.  So we’re going to talk about that. WENDY GROUNDS:  I think so, we’re going to boil it down to communication. BILL YATES:  Yes, we are. WENDY GROUNDS:  Let’s talk with James. BILL YATES:  Yes. WENDY GROUNDS:  James, welcome to Manage This.  Thank you for being our guest today. JAMES MORSE:  Thanks for having me. Meet James WENDY GROUNDS:  Can you tell us how you started your career, and how you ended up in the role that you’re in today? JAMES MORSE:  Yeah, absolutely. So I think I’m very lucky to, right out of school, have gotten an opportunity within project management, which I think a lot of my peers didn’t necessarily do.  They started with other careers and kind of paced into that, so I really hit the ground running.  I was doing new client onboardings and implementations, which has really just been a lot of the breadth of my career when it comes to project management.  And then I’ve slowly just transitioned into different opportunities, typically in SaaS and software, which has taken me to where I am currently with BrandMuscle. So I’ve been with BrandMuscle for a little over seven years, similar background even within the organization.  I started with new client onboardings and implementations in the project lead role and just slowly grew within that to project manager, to senior project manager, leading our team of project managers within implementation,

The podcast for project managers by project managers. Dr. Kaitlyn Bunker, Ph.D., P.E. is a Principal with Rocky Mountain Institute’s Islands Energy Program. Kaitlyn leads a diverse team that partners with islands in the Caribbean to support and accelerate their clean energy transitions. Their projects result in many benefits, including the use of more local, renewable energy sources and less imported fuel. Table of Contents 01:33 … Meet Kaitlyn 02:56 … The Rocky Mountain Institute 05:31 … Projects in the Caribbean Islands 08:20 … Program Partners 09:10 … Local Island Energy Resources 10:15 … Aligning Stakeholders, Local Communities and Project Priorities 13:11 … Project funding 14:28 … Compliance and Regulatory Guidelines and Knowledge Sharing 17:59 … Project Risks 20:10 … Leading a Very Diverse Team 22:27 … Leading Remotely 23:25 … The Resilience of Clean Energy 27:05 … Impact of Battery Technology 28:51 … Cultural and Communication Challenges 31:18 … Kaitlyn’s Lessons Learned and a Success Story 34:27 … Hear More about RMI 35:04 … Closing KAITLYN BUNKER:  So we really come in and do a lot of listening, meet with as many people as we can, understand different perspectives and try to bring that all together, and then pair that with our experience. WENDY GROUNDS:  Welcome to Manage This, the podcast by project managers for project managers.  Please make sure to visit our website, Velociteach.com, where you can subscribe to the show so you’ll never miss an episode, or you can join us on Velociteach Facebook, Twitter, Instagram, or LinkedIn.  And if you know a friend who would like to hear our show, please tell them about Manage This. I’m Wendy Grounds, and with me today is Bill Yates.  Bill, so you know I’m always trying to find interesting projects. BILL YATES:  Yes. WENDY GROUNDS:  Projects that are all over the world, not necessarily in one spot, and so this one is all over the islands, the Caribbean islands.  Our guest is Kaitlyn Bunker, and she’s a principal with the Rocky Mountain Institute’s Island Energy Program, where she leads a team that partners with islands in the Caribbean to support their clean energy transitions. BILL YATES:  Yeah, and just to be clear, this is Ph.D. Kaitlyn Bunker, so Dr. Bunker, I just wanted to say that, Dr. Bunker.  She also leads modeling efforts related to small island microgrid opportunities.  So a microgrid, she’ll explain that further.  But it’s a new strategy for having power distributed across an island, especially in the cases of places like the islands in the Caribbean that are prone to hurricanes and other types of storms.  So a microgrid strategy is a very interesting strategy, and we’ll talk about her projects. Meet Kaitlyn WENDY GROUNDS:  Let’s meet Kaitlyn.  Kaitlyn, welcome to Manage This. KAITLYN BUNKER:  Thank you for having me. WENDY GROUNDS:  Tell us about your career path, how you got to where you are today. KAITLYN BUNKER:  Sure, so I’m now a principal with the Islands Energy Program at Rocky Mountain Institute.  But my background is that I studied electrical engineering,  I went to school at Michigan Technological University and got really excited in the field of power and energy, and also control systems.  And so bringing those two topics together led me to the concept of microgrids, which are small electricity systems that have their own sources of electricity.  So they’re able to use that to serve local electricity needs in a small confined system.  But they also typically can connect to the larger electricity grid. So they’re able to operate in kind of those two modes.  And so that was really exciting for me, especially the concept of incorporating more renewable energy into microgrids and combining those concepts together. So I got really excited about that in school and decided I wanted to dig into that further.  So I stayed right at Michigan Tech for graduate school, completed my Ph.D.

Hear about human and robotic space exploration with Belgian nuclear physicist Philippe Schoonejans. He is the European Space Agency’s (ESA) team leader for the Sample Transfer Arm, one of the European contributions to the NASA-ESA Mars Sample Return program. This mission will use robotic systems to return samples from the surface of Mars to Earth. ESA is composed of 28 member countries, and Philippe has cooperated extensively with NASA, Japan, Canada and Russia in his projects. He shares his complex projects and the many constraints facing international cooperation. Table of Contents 03:03 … Meet Philippe 05:03 … NASA and ESA 05:50 … Philippe’s Role at ESA 08:06 … Favorite Projects 09:36 … The European Robotic Arm 11:40 … Prototype Testing 14:30 … Current Projects 16:03 … Getting to Mars 19:43 … COVID-19 Impact 22:30 … Keeping Teams Motivated 26:28 … Collaboration with Other Agencies 28:52 … Vendor and Stakeholder Communication 34:54 … International Cooperation 38:34 … Communicating Complex Projects 40:26 … Words of Advice and Lessons Learned 44:06 … Closing PHILIPPE SCHOONEJANS:  ...we cherish the international cooperation.  We think it’s needed, and we know that we cannot do everything on our own, not even in Europe with our 28 countries, we cannot do everything.  So we do want to work together with everybody else, and with that also learn from what the others are doing. WENDY GROUNDS:  Welcome to Manage This, the podcast by project managers for project managers.  I’m Wendy Grounds, and with me in the studio today is Bill Yates. BILL YATES:  Wendy, we’re going to go to space today.  Let’s do it. WENDY GROUNDS:  I know.  I am so excited about today’s guest.  We get to sit down with a project manager in human and robotic exploration at the European Space Agency.  And this is Philippe Schoonejans.  Philippe is in the Amsterdam area of the Netherlands.  And we’re very excited to have him with us today.  We’re particularly going to talk about the politically complex international environment that he works in with many stakeholders and many countries.  The European Space Agency I think he said has 28 member states. BILL YATES:  Yup. WENDY GROUNDS:  And they also work with other countries around the world, including NASA.  He’ll tell us a little bit more about that.  But some of the projects that Philippe has worked on, he’s been the project manager for the European Robotic Arm for the International Space Station, as well as working on a sample transfer arm.  He’s the project manager and team lead for that.  It’s for a Mars Sample Return Mission. BILL YATES:  Isn’t that fascinating?  And for our listeners, you’re going to hear a lot of abbreviations or acronyms, so ISS, ESA, International Space Station, European Space Agency, different things like that.  NASA.  But Mars, I mean, we have been trying to get to that red planet.  Since 1960 we’ve been attempting to put satellites orbiting around that planet.  And there’s been some success.  But the one thing that we’ve never done is bring anything back.  We’ve had pictures.  We’ve had digital data.  But we don’t have any actual rocks or samples.  And so this mission’s going on now. We do have, I think since 2003, the ESA has successfully put Rovers on Mars, and so they’re slowly moving across that little red planet and collecting data.  But one of the fascinating things is Philippe and his team, they’re working at bringing the rocks and the other things that they can collect back to Earth.  We haven’t done that yet. WENDY GROUNDS:  It’s easy to get overwhelmed just by the vast scope of this project and the incredible things they’re doing.  But we’re going to find that Philippe has some really good information and really practical advice for project managers, particularly those who are working in an international community.  So let’s get right on and talk to Philippe. BILL YATES:  Yeah. WENDY GROUNDS:  Philippe, welcome to Manage This.

In his new book, How Design Makes the World, Scott Berkun explores how good and bad design impact our daily lives. In this episode we examine the big questions Scott asks in the book: What are you trying to improve? Who are you trying to improve it for? How do you ensure you are successful? And how do you avoid unintended harm? Table of Contents 01:09 … Meet Scott 04:23 … Scott’s New Book: How Design Makes the World 07:04 … Q1: What Are You Trying to Improve? 11:12 … Ideas Generation Rule: Yes, And 13:57 … Ideas Generation Rule: No Half-Assing 16:43 … Ideas Generation Rule: No Blocking Questions 18:42 … Ideas Generation Rule: Make the Other Guy Look Good 20:28 … Q2: Who Are You Trying to Improve It For? 25:21 … Q3: How Do You Ensure You Are Successful? 30:15 … How Do We Overcome Bias? 34:17 … Q4: How Do You Avoid Unintended Harm? 41:20 … Advice to Project Managers 43:07 … Get in Contact With Scott 44:00 … Closing SCOTT BERKUN:  So something as simple as idea generation, if you’re not in a roomful of people you trust, none of these methods or techniques are going to help you because no one’s going to feel safe enough to offer what they really think.  And often the problem is that these brainstorming meetings are done with 20 people, 15 people.  There’s no way, even in a healthy organization, the likelihood there’s that much trust among that many people, that someone’s going to feel confident raising their hand against something they know is probably really weird.  And that’s why often brainstorming and idea generation happens the best in smaller groups. BILL YATES:  Yeah, mm-hmm. SCOTT BERKUN:  Four people, five people. BILL YATES:  That’s a great point. SCOTT BERKUN:  Because even if they don’t know each other, in 10 minutes they can get a sense of each other and develop some trust.  And that’s often a problem with project management is that it’s done at this large scale, and the stakeholders and committee members, and we’re going to brainstorm.  But there’s 50 people in the room.  It’s like, no.  That’s a dog-and-pony show.  That’s not where the real brainstorm is going to happen. WENDY GROUNDS:  You’re listening to Manage This, the podcast by project managers for project managers.  I’m Wendy Grounds, and with me in the studio is Bill Yates. So in today’s episode we get to sit down with a special guest, Scott Berkun. Meet Scott BILL YATES:  Scott Berkun is an author, and he has had a big influence on me.  He wrote a book called “Making Things Happen” that I got a hold of early in my project management career, and just loved it.  Just ate it up.  Since then he wrote a book that I really enjoyed also called “Confessions of a Public Speaker,” which I recommend to all our instructors when we bring them onboard. It’s so good, so funny, great advice, and the book that we’re going to focus on today he just wrote this year, in 2020, and it’s called “How Design Makes the World.” WENDY GROUNDS:  I actually had a look at one of his other books that’s called “The Year Without Pants.”  The topic, it intrigued me, the title should I say, and then I saw it was written about working remotely.  So if anybody has questions about that, I’d recommend that book. BILL YATES:  Okay, good. WENDY GROUNDS:  Scott, welcome to Manage This, thank you so much for being our guest. SCOTT BERKUN:  It is a pleasure to be here. WENDY GROUNDS:  Before we get into the nitty-gritty of your books and what Bill wants to talk about, I have a question. So you transitioned from project manager into becoming an author and a speaker.  Why and how?  How has it worked out, and why? SCOTT BERKUN:  Well, the how has worked out well, so I quit my job as a tech project manager guy in 2003, and it’s now 2020, and I’ve been doing this for 17 years.  I’ve written eight books.  And this is the only way I make a living.  So I’ve been very fortunate and lucky, it’s worked out great.  I mean, I’ve been successful enough,

Telling stories is a powerful means to teach, lead, and inspire. The best storytellers often employ their own life experiences. Sara Amiri MBA, PMP, shares her story working at Uber and Volkswagen and she explains how her passion to build unity, increase empathy, and raise awareness led to the Healthcare Heroes Project.

Hear about the role of the project manager in successful innovation from John Carter, an inventor of the Bose Noise Cancelling Headphones who shares the original patent with Dr. Amar Bose. John shares the surprising discovery they made by talking to customers about critical features. Topics include the differences between a program manager and a project manager, career progression for a PM, how to assess PM talent, managing project risk, establishing boundary conditions, small “a” Agile, and the characteristics of a successful PM. Table of Contents 00:32 … Meet John 03:43 … The Bose Headphone Project 06:14 … Listening to the Customer 10:00 … Taking Risks in Innovation Projects 13:45 … Courage to Bring Bad News 15:30 … Effect of COVID-19 on Innovation and Work 19:46 … Program Management vs. Project Management 22:21 … Career Progression from PM to Program Management 26:19 … Characteristics of a Successful PM 28:11 … Why is it Difficult to Hire a Successful PM? 30:38 … Small “a” Agile 35:55 … Establishing Boundary Conditions 40:48 … John’s Success Tips 43:31 … Get in Touch with John 44:14 … Closing WENDY GROUNDS:  Welcome to Manage This, the podcast by project managers for project managers.   A word to our listeners.  If you have an interesting COVID-19 story, how your project has been impacted by the pandemic, we’d love to hear from you.  You can email me at manage_this@velociteach.com. I’m Wendy Grounds, and with me is project manager Bill Yates. BILL YATES:  Hi, Wendy. WENDY GROUNDS: We’re going to talk to someone today who is a true innovation veteran. Meet John BILL YATES:  Yeah, Wendy, I’m so excited to have John Carter join us.  He is very respected in the area of innovation and product development.  He is actually the co-inventor of the Bose Noise Cancelling Headphones . We’ll certainly jump into this Bose topic with him.  That’ll be a lot of fun to discuss. WENDY GROUNDS:  John is also the founder of TCGen, and he’s also been advisor to companies like Apple and Amazon with their  product development and innovation processes.  So I think he comes with a lot of experience and a lot of knowledge that he’ll be able to impart to us. BILL YATES:  Yes.  John has been a project manager.  He’s been a product manager, he’s been a manager of managers, he’s led his own company, and so I cannot wait for the advice he’s going to share with us. WENDY GROUNDS:  John, welcome to Manage This.  We’re so grateful to you for being with us today and being our guest. JOHN CARTER:  Well, thanks for having me. WENDY GROUNDS:  Well, we want to start off by asking you about your career path, and particularly to do with the Bose headphones.  I think most people are really going to be interested in hearing about that.  So tell me a little bit about yourself. JOHN CARTER:  Well, thanks for asking.  And it’s really part of my passion.  It was true since I was a kid.  I’ve always been kind of a boy scientist and had a chemistry set and microscope,  telescope, I mean, whatever I could get my hands on.  I really, really enjoyed technology.  As I grew up, though, I found the importance of sound.  I really thought that that was something I wanted to know about.  It’s invisible.  It conveys meaning and emotion.  And as I learned more, it has incredible range as far as what it can be used for.  Obviously speech versus music is something that’s happening today.  With mobile phones and speech recognition it’s just the Wild West.  So I’ve always been interested in sound.  In college I designed a music synthesizer from scratch before its time. BILL YATES:  Of course you did. JOHN CARTER:  Yeah, right.  It kind of worked.  And when I was looking at graduate school, I looked at places that had audio programs.  And one of them was Stanford; the other was MIT.  And I knew that Dr. Bose taught at MIT, and I decided to go there.  I didn’t have a scholarship at the time.  I just packed

In times of uncertainty, project managers can be the pacesetters that keep organizations on the right path and bring balance into their projects. June Mustari discusses real-life issues in project management. Hear practical tips and advice to find the right balance of discipline and flexibility for successful project delivery.     Table of Contents 01:05 … Meet June 02:36 … Telecom Career and TruNorth Consulting 05:47 … COVID-19 Impact and Bringing Balance 08:39 … Emotional Engagement 10:52 … Collaboration Tools 12:31 … Knowing the Technical Aspects of the Industry as a PM 14:20 … Past Project Story: Virtual Desktop Interface Migration 18:16 … Breakthrough Moments and Resistance on the Project 21:54 … Breaking the Rules 25:54 … Words of Advice and Encouragement 31:22 … Get in Touch with June 31:58 … Closing JUNE MUSTARI:  It’s all about trust.  And I think more than ever trust is our cornerstone in our business.  And when you can show up in a way that makes people feel secure, it’s our purpose.  WENDY GROUNDS:  You’re listening to Manage This, the podcast by project managers for project managers.  I’m Wendy Grounds, and with me is Bill Yates.  This is the show where we sometimes like to delve into the project stories of project managers who are in the trenches.  In today’s episode, we get to sit down with June Mustari.  Why don’t you tell us how you met June, Bill. BILL YATES:  Yeah, it was such a chance meeting.  June and I were sitting at the same round table at a breakout session, I think Steve Townsend was speaking, at PMI Global Conference 2019 in Philadelphia.  So I don’t know, there were just a handful of us sitting at a round table, and June had really good questions for Stephen.  And some of the things that June shared, I’m like, this is my kind of person.  So we talked during the session and just stayed connected after. JUNE MUSTARI:  Yeah. WENDY GROUNDS:  Well, June, thank you so much for being here today. JUNE MUSTARI:  Oh, it’s my pleasure.  I’m very happy to be here. Meet June WENDY GROUNDS:  I want to find out a little bit about your career background.  How did you get into project management? JUNE MUSTARI:  Yeah, when people ask me this, I like to say I didn’t get into project management; it got into me.  I really started my career just taking things on that took shape as projects – you know, the beginning, middle, and with an end goal, an outcome that was very clear.  I didn’t know what I was doing, but I was managing projects.  So then when I actually started to see that there were other people in my network who were formal project managers, I was like, oh, this is a thing, and I really like this thing. And so I decided to get a little educated in it, and I said I was going to take the PMP exam 10 years before I actually took it.  So people say, “I’m going to take the PMP exam.”  And I said that for so long.  But you don’t actually take it until you schedule it.  Like, that’s when it’s real.  So I did eventually get the PMP, and I appreciated the discipline of that.  I’m a rule follower, so like that was a dream for me.  And I passed on my 37th birthday.  So it was like, I got into my car, and I was like, yes.  That’s a little side note about me being a PM and getting started with that. So it just kind of took off from there.  Once I had that credential, I felt confidence.  I don’t think it’s about the credential.  I just think it’s about the confidence.  I took formal project management roles right after that, where it was like my title was Project Manager. TruNorth Consulting and Telecom BILL YATES:  And June, you’ve been in telecom for a long time; right?  Like I’ve done a lot of work with Verizon, and you were actually employed by Verizon for a long time, and you continue to kind of go down that industry path. JUNE MUSTARI:  Yeah, my M.O. is parachuting into situations, trying to solve problems, and then getting out; right?  So I had like four

In our current environment, many project managers are being forced to pivot, shift, change plans, and start over. In this episode, John Houser walks us through what happened with his company, Spectrum Healthcare, as they were wrapping up an adoption of a Scaled Agile Framework (SAFe) just as COVID-19 started to impact their operations. John begins by briefly describing what SAFe is and what led Spectrum to implement SAFe.

Susanne Madsen shares how mentoring and coaching are quite different, yet both emphasize a distinct approach to helping people realize their full potential, and how serving as a coach will make you a better project leader. Our work environment has changed significantly and abruptly; have you considered taking on a role as a coach or a mentor to encourage others to stay engaged and productive? Table of Contents 01:01 … Meet Susanne 01:44 … Coaching vs. Mentoring Definitions 03:05 … Are Project Managers Good Coaches? 04:08 … Who Should Mentor? 04:59 … Deciding on a Coach or a Mentor 06:25 … Good Coaching Skills 07:57 … Limitations of Internal Coaching 11:27 … Mistakes Made in the Role of a Coach 12:43 … Asking Good Questions 15:36 … Making Time to Reflect and Review 18:08 … Don’t Ask Why 19:49 … Enhancing Problem-Solving Skills 22:20 … Benefits of Becoming a Coach 24:54 … Can You Self-Coach? 26:15 … Choosing the Right Mentor 27:31 … Time Spent on the Relationship 28:52 … Who Sets Expectations? 29:33 … Benefits for the Mentor 31:03 … Organizational Coaching or Mentoring? 32:50 … Contact Susanne 33:47 … Closing SUSANNE MADSEN:  So when you study coaching, you become so much more conscious about your own beliefs, about how you come across.  And you just get better at building rapport and having conversations with others, empathizing with others, and not just talking about yourself all the time.  WENDY GROUNDS:  Welcome to Manage This, the podcast by project managers for project managers.  If you like what you hear, please leave us a review on our website or wherever you listen to our podcast.  We always love hearing from you.  I am Wendy Grounds, and with me in the studio is Bill Yates.  Welcome, Bill. BILL YATES:  Hi, Wendy.  I’m excited about our conversation today.  This is going to be on a topic that I think a lot of project managers will benefit from.  I think there’s a lot of confusion, too, about coaching versus mentoring.  So we hope to really clarify for people, what’s the difference?  Are they the same?  And what advice do we have for both those who want to be a coach or receive coaching; be a mentor or receive mentoring. Meet Susanne   WENDY GROUNDS:  Right, right, so I was thinking, let’s do a podcast on coaching/mentoring. And the more I looked into it, the more we realized those are two very different things, and so we hope that our guest today can elaborate and give us some clarity. So her name is Susanne Madsen, and she’s a project leadership coach, trainer, and consultant, and we’re very excited to have Susanne with us in the studio today. BILL YATES:  It’s going to be outstanding, and so I’m going to be the one with the boring accent.  We have two wonderful accents, and then there’s me. WENDY GROUNDS:  Yes.  Susanne was telling us she lives in the U.K., but she’s Danish.  So, yeah, pick up some of that accent.  It’s pretty cool. BILL YATES:  Yes. WENDY GROUNDS:  Susanne, welcome to Manage This.  Thank you so much for joining us today. SUSANNE MADSEN:  Thank you for having me.  It’s a real honor. Coaching vs. Mentoring Definitions WENDY GROUNDS:  Coaching versus mentoring.  Could you give us a definition of both of them and just how they relate to projects? SUSANNE MADSEN:  Yes, and it’s good that we start with that because so many people use those two terms interchangeably. And I think we should say that there’s a lot of overlap, that both help us to relate to another person and help that other person move forward.  But we do that in different ways, whether we are coaching or mentoring. So coaching, as a coach, we like to say that we don’t give advice, and that’s one of the big differences between the two. When we coach somebody, we like to help somebody move forward by encouraging that person to find the answers for themselves, and there’s a number of ways we do that. With mentoring – and so I’m looking here at the black-and-white ...