Tag Archives: maturation

Moving From a Level of Competence

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“If James sees the world in a whole new way, not as a set of unbending rules, but rules in the context of reality, how competent is James at this new approach?” I asked.

Marie was quick to answer, “He’s terrible at it. He appears unsure, he questions, so the people around him question. I agree that it is a better idea to check the project status before we show up, but now what? His crew becomes disorganized, they don’t know what to do.”

“Do you think, with more experience, that James will get better at anticipating project delays and get better at deploying his crew in a different direction?”

“Of course,” Marie replied. “It’s just, that it’s a mess now.”

“When James showed up on schedule without regard for the project status, how far did he have to think in the future?” I asked.

“Not very far,” Marie observed. “It was easy, plan for the project schedule, whatever the schedule says, is what he planned for. He didn’t have to think that far into the future.”

“And, now that James checks project status before he shows up, how far does he have to think into the future?”

“It’s much different,” Marie replied. “He has to think ahead and create contingency plans so his team knows what to do in the event of a schedule change.”

“So, he is getting better at detecting a schedule change, AND, he is in learning mode in creating contingency plans. You’re his coach, you now have some direction on where he needs your help. What questions can you ask James, where he focuses a few more days in the future and confidently directs his team in a different direction? What you are observing in James is a maturation in timespan. Maturation doesn’t move from one level of competence to another level of competence. It moves from a level of competence (always abiding by the rules) to a level of awareness (the rules don’t always fit reality) that creates confusion and a bit of struggle. Help James through that struggle, he will become more competent, in due time.”

A Shift in Coaching Strategy

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“When you talk to James about his new way of checking project status the day before his crew is supposed to work, what does he say?” I asked.

Marie had to think back to her last conversation. “James is right. There is no sense showing up if the project isn’t ready, even if our contract says we are supposed to show up according to the project schedule. He still documents the delay, but says he looks for a more productive use for his crew, rather than having them stand idle waiting for the project to catch up to us. He used to look only at the project schedule, but now, he says, he looks for buffers in the schedule where another team might take longer than expected. He used to be a stickler with the schedule, now he says, why get so upset, go with the flow, plan for the schedule, but execute for reality.”

“And?”

“I guess I do the same thing,” Marie said. “It’s just such a change for James.”

“Are our projects different, now? Are the other project teams different? Are we using different materials? Are we using different equipment? Are our project schedules any different? What has changed?”

“You’re right,” Marie concluded. “The thing that is different is James.”

“My guess, as James’ manager, you didn’t have to coach James very much because he was always predictable, by the book. But, James woke up one morning and saw, sometimes, the book was wrong. The schedule was not right. He began to see the schedule, not as black and white, but something variable, you used the word buffers. And, you admit, you do the same thing in your role.”

Marie nodded, so I continued. “James is maturing. It’s not just that he is gaining more experience, he is maturing in the way that he sees the world. He used to see the world as a set of unbending rules. He now sees the rules as a set of intentions embedded in reality. You observed this new way has created some problems with his crew, not knowing, for sure, what they are supposed to do. Your job, as James’ coach is also shifting.”