ABSTRACT
Moving into the execution phase of the project cycle, the team can finally get on with the tasks that they have been commissioned to perform. The coaching aspect of the PM’s role becomes less active, and the leadership needs of the team become a priority. Your coaching responsibilities have not however been discharged. The processes and behavioural norms that the team should have established during the set-up phase must now be reinforced and embedded. As I have tried to emphasise at different points in this book, positive team dynamics are a direct function of interpersonal trust. Team coaching is a process aimed at both building trust and maintaining it. The good work achieved in your set-up phase can quickly become undone by a few careless comments or an ill-considered email.
