Developing and coaching STEM managers and professionals
Developing and coaching STEM managers and professionals requires understanding how STEM managers and professionals think and work. This, understandably, does not come naturally to all people development experts and business coaches, especially if they are new to the STEM sector.
Think about it. For many parents working in non-STEM organizations, trying to help their children with STEM subjects (including science, ICT and maths) involves entering a challenging and unfamiliar environment compared to the one they inhabit daily.
Similar challenges arise when executive coaches and people development professionals work with STEM (science, technology, engineering, maths) managers and professionals. The ecosystem of STEM organizations is unique in many respects compared with other, more straightforward commercial businesses. Some of the most striking differences are:
- Logic, pragmatism and analytical reasoning are paramount
- Work involves high interdependence between humans and machines/technology
- Self-identity is often deeply rooted in professional qualifications and technical competence
- Technical know-how and expertise are usually a prerequisite to win respect and influence in supervisory and management roles
- Results and innovation are generally produced through strong teamwork in diverse, multi-functional and dispersed teams
- To remain competitive, STEM managers and professionals need to navigate rapid advances in science and technology
- Scientific/technical competence is often regarded as more important than so-called “softer skills” including interpersonal, influencing and political capabilities
In this ecosystem, traditional coaching and people development approaches and tools are often ineffective. So how can coaches and development professionals be successful and deliver maximum value working with STEM managers and teams?
Developing and coaching STEM managers and professionals requires explaining the science and logic behind the learning
Many scientists and technical experts need to understand the rationale for doing something before engaging fully with it. They want to examine the logic and research underpinning the method so development professionals should take time to go through this without using unnecessary jargon, making unproven claims or overdoing their enthusiasm without explaining the approach properly.
Developing and coaching STEM managers and professionals requires conveying positive beliefs about growth potential in non-STEM areas
Refrain from pre-judging your STEM clients’ emotional and social capabilities and potential for growth. Take time to understand their personal strengths and learning goals, as well as their hard-earned professional credentials and expertise. Trust and respect are built by being curious about the person’s background, strengths, learning goals and career aspirations, while maintaining a positive belief that any person is willing and able to strengthen their softer leadership and interpersonal skills if they so choose. Some of the best and most successful leaders I have had the pleasure of working with have STEM backgrounds.
Developing and coaching STEM managers and professionals requires building on the aspirations and strengths of their STEM clients
Many scientific and technical experts have no desire to become experts in social and emotional intelligence, nor do they need to be. Some are more motivated by professional development to strengthen their technical strengths and getting recognition (incl. publications and awards) in their technical field. Be curious about people’s aspirations and differences and accept that many of your STEM clients prefer a technical rather than a managerial career path.
Developing and coaching STEM managers and professionals requires encouraging experimentation
Many scientists and technical experts like to experiment and test new ideas before a full-scale roll-out of their product or solution. So, encourage them to experiment with new ways of thinking, feeling and behaving, including different ways of influencing to get their ideas and solutions adopted by top management. Help them evaluate their experiences and learning so they can choose whether the new habits and techniques are worth integrating into their day-to-day routine.
Developing and coaching STEM managers and professionals requires helping leaders and teams navigate disruptive change
Scientists and technical experts need to be adept at navigating high levels of disruptive change and uncertainty. The pace and scale of changes, particularly rapid technological innovation, puts immense pressure on leaders and teams to make sense of the changes, decide on how to respond and anticipate upcoming changes. You can help STEM managers and teams by equipping them with the mindset, skills and techniques for navigating change, including tools to understand, plan, implement and communicate change. Some of the more popular include personal change styles assessments, stakeholder mapping and analysis, the change curve, Kotter’s 8 step change model, scenario planning, impact analysis, systemic constellations and appreciative inquiry.
Developing and coaching STEM managers and professionals requires building cross-cultural skills
STEM managers and professionals work increasingly in diverse teams across geographic borders. Unlike traditional teams, most communication and decision-making takes place in virtual forums like telepresence, videoconferencing, project management platforms and instant messaging. This requires an excellent understanding of cultural differences and communication styles across diverse cultures and teams, including how to best navigate and leverage these differences to help the team be as productive as possible. Improving your cross-cultural skills and gaining experience working with diverse global teams will strengthen the way you support STEM teams to enable them to outperform.
Plexus Leaderships’ expert team of business psychologists, coaches and consultants all have deep experience of working with STEM clients. That’s how we know these six principles work. By following them other executive coaches and people development professionals will significantly increase their effectiveness when working with STEM professionals too. Doing so will ensure that they provide pragmatic, positive and stretching solutions to accelerate their clients’ learning and release their full potential.
About the Author
Leadership Consultant | Executive Coach | Business Psychologist
James has over 25 years’ experience working with leaders and organizations internationally to optimize their performance, talent and future success. He has worked with leaders from diverse sectors, countries and cultures. Clients have included Commvault, Equinor, Gilead Sciences, GSK, PhotoBox, Novartis Pharmaceuticals, Novo Nordisk, Oracle, Sainsbury’s, Swiss Re, Tesco, Yahoo! and WSP.
James has set-up and successfully grown several of his own businesses, including Strengthscope®, a global strengths assessment and consulting business. As Joint Founder and MD, he grew Strengthscope® into a market leader before selling his stake in the business in 2018.
James is a regular speaker on leadership, coaching, assessing and developing talent and the future of work. He has contributed a wide range of publications in these areas. His most recent book, Optimize Your Strengths, explores how leaders can transform their organizations by inspiring people to shine and deliver exceptional results.
Want to find out how we can help your organisation? Contact us now for an obligation free chat.