Understanding Lean & Agile Coaching Agile and Beyond 2018
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This presentation outlines the role and responsibilities of agile and lean coaches, aiming to guide potential coaches and clients on what to expect. It highlights various coaching models, dimensions of coaching responsibilities, and the importance of self-discovery and accountability in the coaching process. Additionally, it provides exercises for understanding different coaching roles and voices in various contexts.
Understanding Lean & Agile Coaching Agile and Beyond 2018
- 1. Understanding Paul Boos IT Executive Coach/Managing Consultant Agile and Lean Coaching
- 2. Our Agenda • The goal of this presentation… • What is this Coach role? • What do Agile+Lean coaches do?
- 3. Goal of this presentation… To help those interested in becoming coaches know where to get started AND To help would-be partners (clients) of coaches understand what to expect…
- 4. Coach - to - Coachee Exercise • Break into pairs • Select who will be the coach and who will be the coachee • All coaches follow me, so I can give you instructions on what you will be coaching
- 5. Coach - to - Coachee Exercise
- 6. Prepare Feedback Coach: • Write down what you did well Coachee: • Write down what your coach did well - Silently - 1 Minute
- 7. Debrief • Share with each other your perspectives on what the coach did well… • At the end, did the perceptions match? 2 Minutes
- 8. What is this coaching role anyway? The International Coaching Federation defines coaching as – partnering with clients in a thought-provoking and creative process that inspires them to maximize their personal and professional potential, which is particularly important in today’s uncertain and complex environment. Coaches honor the client as the expert in his or her life and work and believe every client is creative, resourceful and whole. Standing on this foundation, the coach's responsibility is to: • Discover, clarify, and align with what the client wants to achieve • Encourage client self-discovery • Elicit client-generated solutions and strategies • Hold the client responsible and accountable
- 10. Agile Coaching Institute Model Agile Coaching Institute based on Lyssa Atkins’ book Coaching Agile Teams
- 11. Mindful Coaching Voices Master Partner InvestigatorReflector Contractor GuideTeacher Graphical depiction of Doug Silsbee’ss The Mindful Coach
- 12. Dimensions of Coaching • Amount of Responsibility … for Results (Delivery) … for Improvement • ‘Level’ in Organization • Type of Practices (Expertise) • Size of Group • Domain Expertise • Leadership
- 13. Responsibility Dimensions counselor mentor partner facilitator observer teacher modeler advisor expert "You do it. I will be your sounding board.” "You did ___, you can consider ___ for next time." "We will do it together and learn from each other." "You do it, I will attend to the process." "Here are some principles you can use to solve problems of this type." "I will do it; you watch so you can learn from me." "You do it; I will watch and tell you what I see and hear." "I will answer your questions as you go along." "I will do it for you. I will tell you what to do." ImprovementResponsibility Results Responsibility Slightly Modified from Esther Derby & Don Gray’s Coaching Beyond the Teams Material, Which they adapted from “Choosing a Consulting Role” by Champion, Kiel, McLendon
- 14. Responsibility Dimensions counselor mentor partner facilitator observer teacher modeler advisor expert "You do it. I will be your sounding board.” "You did ___, you can consider ___ for next time." "We will do it together and learn from each other." "You do it, I will attend to the process." "Here are some principles you can use to solve problems of this type." "I will do it; you watch so you can learn from me." "You do it; I will watch and tell you what I see and hear." "I will answer your questions as you go along." "I will do it for you. I will tell you what to do." ImprovementResponsibility Results Responsibility Slightly Modified from Esther Derby & Don Gray’s Coaching Beyond the Teams Material, Which they adapted from “Choosing a Consulting Role” by Champion, Kiel, McLendon ICF View
- 15. Responsibility Dimensions counselor mentor partner facilitator observer teacher modeler advisor expert "You do it. I will be your sounding board.” "You did ___, you can consider ___ for next time." "We will do it together and learn from each other." "You do it, I will attend to the process." "Here are some principles you can use to solve problems of this type." "I will do it; you watch so you can learn from me." "You do it; I will watch and tell you what I see and hear." "I will answer your questions as you go along." "I will do it for you. I will tell you what to do." ImprovementResponsibility Results Responsibility Slightly Modified from Esther Derby & Don Gray’s Coaching Beyond the Teams Material, Which they adapted from “Choosing a Consulting Role” by Champion, Kiel, McLendon ACI View
- 16. Responsibility Dimensions counselor mentor partner facilitator observer teacher modeler advisor expert "You do it. I will be your sounding board.” "You did ___, you can consider ___ for next time." "We will do it together and learn from each other." "You do it, I will attend to the process." "Here are some principles you can use to solve problems of this type." "I will do it; you watch so you can learn from me." "You do it; I will watch and tell you what I see and hear." "I will answer your questions as you go along." "I will do it for you. I will tell you what to do." ImprovementResponsibility Results Responsibility Slightly Modified from Esther Derby & Don Gray’s Coaching Beyond the Teams Material, Which they adapted from “Choosing a Consulting Role” by Champion, Kiel, McLendon Mindful Coach View
- 17. Level and Practice Dimensions Executive Middle Mgmt Functional/Program Managers Team
- 18. Practice Dimensions • Human Interactions – Structures, communication paths, emotional responses, biases, collaboration, introducing change, culture, climate, etc. • Process Improvement – Effectiveness, efficiency, input/output, measures, waste reduction, etc. • Technical Practices – Tools, techniques, scripting/encoding, architecture, testing, etc. • Product Evolution – Prioritization, requirements elaboration, customer/user understanding, maintainability, security, performance, hypotheses, etc. • Business Strategy – Vision, mission, purpose, fulfillment of needs, business models, revenue/investment streams, etc. Are there others? Probably…
- 19. Size of Group
- 20. Domain Expertise Fresh Eyes Industry Trends Lack of Shared Mental Model Stuck In Thinking +’s -’s
- 21. Coaches have no authority.
- 22. Willingness to Follow Required to Obey Coaches have no authority. Leadership is
- 23. Willingness to Follow Required to Obey = Influence Authority Coaches have no authority. Leadership is
- 24. Willingness to Follow Required to Obey = Influence Authority This takes time. Coaches have no authority. Leadership is
- 25. What do Agile + Lean Let’s start by referring to our Responsibility Dimensions & Coaching Voices coaches do?
- 26. Observes what you do and offers insights along the way. States what went well or not and what further things to try. Works through the problem together with you. Helps you through the activity. Provides instruction on principles to solve problems. Shows you ways to solve your problem with you as an observer. Observes you and provides factual observations. Answers your specific questions as you have them. Tells you how to implement a specific solution. ImprovementResponsibility Results Responsibility Slightly Modified from Esther Derby & Don Gray’s Coaching Beyond the Teams Material, Which was adapted from “Choosing a Consulting Role” by Champion, Kiel, McLendon Responsibility Dimensions counselor mentor partner facilitator observer teacher modeler advisor expert
- 27. Mindful Coaching Voices Master Partner InvestigatorReflector Contractor GuideTeacher Qs for: Action Outcome Situation Examples What to Do Explain Models Challenge Thinking Provide Info Self-Management Self-Awareness Share Commitment Coaching Relationship Give Feedback Examine Strengths Encourage Reflection Agree on Action Resolve Doubts Follow-up on Actions Graphical depiction of Doug Silsbee’ss The Mindful Coach
- 28. That feels a bit abstract… Can we see some examples? Glad you asked…
- 29. What role is this coach playing? Context: the CIOs leadership team wants to understand what they need to do to allow their teams to self-organize properly. • The coach collects concerns that each person has. • She constructs an agenda/facilitation guide and conducts a workshop that illustrates the pertinent aspects about what self-organization is and what managers can do to help teams focus on solving their own problem. • At the end, she gives the leadership team a card with reminders on it.
- 30. If you answered you are correct. teacher
- 31. Now tell me the she stepped through…. voices
- 32. Most likely: for outcomes then, to help them understand Investigator Teacher
- 33. Context: a team is having trouble automating tests in Python with the Quantum GIS application. • The coach writes 2 non trivial sets of examples for automating tests; one for unit tests on the methods at the plugin level and one for the server’s RESTful web service. • Afterwards, the coach provides the examples and steps through each one with the team. What role is this coach playing?
- 34. If you answered you are correct. expert
- 35. Now tell me the he stepped through…. voices
- 36. Most likely: to learn the situation then, to give them specific examples Investigator Guide
- 37. Context: a manager that is having trouble with self-organization has asked you to meet with his 3 team leads and he to develop a set of working agreements around decisions. • Beforehand, the coach starts gathering scenarios that the the team leads would like to find the manager’s position on, particularly upcoming scenarios. • The coach uses these scenarios to play delegation poker asking each time what level of delegation the manager feels comfortable with while asking the various team leads to answer with what they would like to see. • For those that have a gap, he helps each person list what changes the other could take to get them to an acceptable arrangement. These are listed on a chart and a commitment is reached. • The coach has each person sign it and he then takes a picture. • As the days unfold where decisions begin being made, he provides reminders to the commitments made and pointers to the manager (or team leads if they are assuming too much authority) on what they should be doing differently. Last one… What role is this coach playing?
- 38. If you answered , then , you are correct. Facilitator counselor
- 39. Now tell me the he stepped through…. voices
- 40. Most likely: to learn the situation and outcomes then, to bias them to action to try it then, to hold them accountable Investigator Guide Contractor
- 41. So what role did you play? • Get back into your coach-coachee pairs; talk about what role(s) the coach performed ImprovementResponsibility Results Responsibility counselor mentor partner facilitator observer teacher modeler advisor expert
- 42. Debrief amongst yourselves What coach role was taken? Was it the right one? What could you have done better?
- 43. Graphical depiction of Doug Silsbee’ss The Mindful Coach What voices did you use? • Get back into your coach-coachee pairs; talk about what voice(s) the coach used
- 44. Debrief amongst yourselves What coach voice(s) were taken? What perhaps caused you to select that one? Which one would have been more appropriate?
- 45. I want to become a coach. Where do I go from here? When you leave here, find a quiet space: • Take inventory of the roles and voices you feel comfortable and uncomfortable in sliding into… – Comfort roles/voices may be strengths, and you may also over use them or use them when another is needed – Uncomfortable areas are places to grow • Take inventory of the levels in the organization, size of the group, practice areas, and industries where you are also comfortable or uncomfortable. • Tailor your approach to utilize your strengths and work to build those weak areas.
- 46. I want to hire a coach. What should I consider? When you leave here, find a quiet space: • Take inventory of where you think you need help. • Ask yourself the following: – What if the coach comes back and has observations or feedback that is different than what I think I need? What will be my reaction? – How will I handle the direct feedback my coach will give? – What specific levels within the organization or in a specific practice areas or domains do I want the coach operating within..? – Am I willing to partner with the coach for mutual gain?