Clients from Technical Teams Display Many Moods During an Engagement. Get Used To It.
Every client responds uniquely to coaching. In technical organizations, coaching is not a sport nor necessarily fun. It is a very serious process that requires a coach with an understanding of the challenges that technology places on the team and the technical manager. A potent coach remembers that a technical organization is a fast paced environment that changes rapidly. —RLN
Client Relationship Mini-Courses
Really Understanding Clients’ and their technical Project Teams
Understanding technical client’s Department or Organization
Understanding the culture of the technical client's Organization
Understanding the culture of the technical client’s Business Environment
Understanding the technical client's hidden attitudes about the human resources composing the technical Implementation Teams
Understanding the Technical Organization's Approach to Work
Understanding the technical Business Organization's Approach to Work
Understanding the Technical Organization's Perception of Itself
Understanding the technical Business Organization's Perception of Itself
Understanding the Decision-Maker in the Client's technical Project Management Organization
Understanding the technical Client's Status Needs
Understanding the Culture of the technical Client through His or Her Self-Image when Leading the technical Cultural Migration Process
Understanding the technical client’s Defense Mechanisms when He or She Hears Negative technical Project News
Understanding the Idiosyncrasies, Mannerisms, and Habits of the technical Client During Stressful Situations with technical Business Managers
Understanding the Rationale of the technical Client as the client managed His or Her Personal Life During the technical engagement
Assessing Project Management Attitudes about Differences in technical Team Attitudes toward Core Value of the technical Organization
Reducing the Impact of "Agency Theory" that Daily Impacts the technical program
Clarifying the Attitudes of technical Team Members to the Degree Possible to Enhance the Effectiveness of the technical Program
Reviewing the Previous Performance Commitments of Each technical Team Member at Each Project Milestone
Assessing the Values of the technical Organization to Ensure Conformance with technical Management Demands
Managing the Dissent within the technical Client’s Organization whenever It Reduces the Effectiveness of the technical Program
Understanding the technical Organization’s Approach to Work? within the Technical and Business Communities
Understanding the technical Organization’s Perception of Itself in Different Situations
Assessing how the technical Organization Reacts to What It Views as Bad
Identifying the technical Client’s Hot Buttons in that it May Reduce the Effectiveness of the technical Team Meetings
Assessing the technical Client’s Need for Security
Understanding the technical Client’s Self-Image
Determining the Formative Factors which Make the technical Client a Suitable Leader for the technical Teams
Identifying the Factors which Make the technical client Smarter than Other People Who Oppose the technical Program
Assessing the technical Client's Ability to Mobilize Change in the Targeted Business Organizations
Understanding the technical Client's Defense Mechanism Used to Manage the technical Integration Cycle
Determining if Any Observed Inconsistency in Management Behavior Related to the technical client’s Level of Denial about the State of the technical Program
Determining if the technical Client Frequently Engages in the Behavior of Dissociation on the technical Project
Determining if the technical Client Is Indifferent to the Persons and Events of Daily Life on the technical Project
Understanding the Idiosyncrasies, Mannerisms, and Habits of the technical Client
Determining What the technical Clients’ Social Skills Reveal about their Communications Skills as technical Program Leaders
Assessing the Client’s Listening Capacity During Team Meetings
Assessing the Client's Range and Span of Attentiveness
Assessing the Client’s Range of Attitudes about His or Her Well-Being
Understanding the Rationale Guiding clients as they Manage their Personal Lives
Assessing the Nature of the Client's Relationships with Strangers
Determining the Range of Clients’ Behavior within their Personal Space
Determining the Range of Openness of clients’ Behavior Within their personal space
Clarifying the Range of Clients’ Prejudices Within their Personal Space
Determining the Range of Clients’ Use of Discretionary Time Within their Personal Space
Observing the Range of Discretionary Behaviors Used by Clients to Respond to the Challenges Arising Within their Personal Space
Assessing the Perceived Limits of clients in Dealing with the Complexities of Managing their Personal Space
Assessing the Approach Used by clients to Manage their Personal Lives
Assessing the Range of the Client’s Emotional Resiliency without Being Too Invasive
Determining the Role Orientation of the Client
Determining if the Drive to Attain Expertise Is Consistently Reflected in the Behavior of the Client?
Assessing the Effort the Client Makes in Pursuing the Factors that Enhance the Quality of Life
“Coaches and clients come to an coaching engagement with all kinds of skills, traits, and experiences. Nevertheless, they both have the same agenda during an engagement: The client has a challenge and expects the coach to assist the client with rapidly resolving the challenge and the coach understands that the client has a challenge and expects the coach to assist the client with rapidly resolving the challenge.”
— Ray Newkirk