Coach-Ram

Conflict on teams is inevitable. But here’s the real question: does it need to be resolved? Not always. In fact, the type of conflict matters just as much as how you address it. Some conflicts demand immediate resolution, while others can be channelled into creativity and progress. Knowing the difference is critical to leading a team effectively. At its core, conflict on teams falls into two categories: personal conflict and task-focused conflict. Personal conflict is what most of us think of first—tensions that get personal, unkind remarks, or behaviours that erode respect. Left unaddressed, this type of conflict undermines trust and productivity. Task-focused conflict, however, is entirely different. This is the natural tension that arises from diverse ideas and perspectives. It’s not a problem to be solved; it’s a tool to be harnessed. Handled well, task-focused conflict can propel a team forward. Let’s look at both in depth—how to resolve personal conflict and how to channel ...

There are many skills identified as essential for Leaders.  For example, coaching is an essential leadership skill because it’s easy to measure the impact of coaching and the number one-on-ones. It’s easy to draw a connection between the number of difficult conversations and accountability. However, there are some leadership skills which are underrated maybe because the direct correlation to business results is often a gray area.  When you specifically ask individuals about the impact of these skills on their work, the response is likely to be very positive but it’s challenging to point to them as the exact reason a team is successful. So, what are these underrated leadership skills? 1. Culture eats strategy for breakfast Peter Drucker famously said, “Culture eats strategy for breakfast.”  Drucker’s point was that no matter how advanced a company’s strategy is, its success ultimately depends on the culture. You can think of it like a game of cricket.  The coach and c...

 I came across these statistics recently: SHRM reported 30% of employees feel that their managers provide sufficient feedback and encouragement. Gallup found that only about 21% of employees strongly agree that their performance is managed in a way that motivates them to do outstanding work. Mistakes and failures are inherent to every job. How a manager responds to it determines his/her effectiveness.  What is your typical response when your team member commits a mistake? A - Do you provide appropriate feedback and encourage the team member to learn from the situation and move forward? Or B - Do you form a perception about the team member and avoid giving him/her important work? Or C - Do you step in and rectify the situation for the team member? After all, you want the issue to get resolved since you are responsible for the results. If your answer is A, well done. You are an effective Leader. If your answer is B, you are part of the majority who get influenced by unconsciou...

One of the traits that Project Managers or any Leader needs to develop is the ability to influence. Every project ecosystem consists of Stakeholders, internal and external. These include your own team members. The ability of a Project Manager to influence these Stakeholders will ensure that the project is in control. Robert Cialdini has developed 7 principles of influence which can be used by Leaders to influence others. 1.  Reciprocity : When you do people a favour, they tend to respond in a manner you want them to. However, there are some points to note. - I t’s not about what is given but how it is given . Be the first to give the favour. - Let it be personalized and unexpected. Tell them ‘ I am doing this only for you ’. - Acknowledge the favour done by the other person – ‘ Thank you. I did it because you are an important person for me’.  Add that ‘I am sure that if you would be in my place, you will also be doing something similar ’ Business scenario : Helping a team memb...

I have delivered multiple training program and facilitated coaching interventions with Agile teams.  The most common discussion point is on the role of the Scrum Master. There is a lot of interpretations and hence confusion on this role. Let me try and provide some clarifications.   I will provide clarifications to 3 typical questions: 1. Who do Scrum Masters Report to? 2. How do I prove my value as a Scrum Master? 3. How do Scrum Masters encourage their team and other Stakeholders to follow Agile practices? 1. Who Do Scrum Masters Report To? Who should Scrum Masters report to is a tough question because so much depends on the Organization structure and the work being done by the Scrum team. Usually Scrum Masters will report into one of three places. A first option, which is common in product development teams, is to have Scrum Masters report into the product management group. However, this can sometimes lead to dysfunctional reporting paths such as the Scrum Master repor...

What happens when you have to give a presentation to an audience that might have some professionals who have more expertise on the topic than you do?  While it can be intimidating, it can also be an opportunity to leverage their deep and diverse expertise in service of the group’s learning. And it’s an opportunity to exercise some intellectual humility, which includes having respect for other viewpoints, not being intellectually overconfident, separating your ego from your intellect, and being willing to revise your own viewpoint — especially in the face of new information.  This blog is my attempt at sharing some thoughts on how you might approach a roomful of experts, including how to invite them into the discussion without allowing them to completely take over, as well as how to pivot on the proposed topic when necessary. I am 8 years into my executive coaching practice now and about 2 years ago, I was invited by the Institute from where I acquired by coach training, to spe...