8. Getting a Big Head
What makes a black-belt agilist
is not someone who can
regurgitate what other people
have written about, but
someone who can invent new
ideas in the same family, and
then work through to success.
And that is why I introduce
Martin as a black-belt agilist.
Dr. Alistair Cockburn.
10. I was hot back then
You simply MUST get better at the boring
logistics side of things. Start looking at a
That former athlete who can't bear to see
a watch nonsense is the biggest load of
crap I've ever heard.
If, during a retro, someone fed a similar
excuse to you as a reason not to respond
to repeated feedback, you'd be all over
them like a rash!!!
(and you know who wrote this...with love).
13. Self Awareness
Is my responsibility
and I need to manage
Have a more open mind
on how to look.
Past mistakes are poor indicators for
what the future holds and what we
need to look out for.
Habit grow fast
when repeated in a
I need to
Build the picture on
how I present myself
for a finish
complexity of the
Exec Summary Report
14. Don’t allow coaching to become a habit
Shape a new habit mindfully to build
the behaviours required for coaching.
17. Once a habit is in
place it is
Habits Conserve our Self Control
18. Build self-awareness into a Mental Model
essential to me
to remember ?
How is what I
going to help
How does this
reflect who I
want to be ?
19. Customer Perceptions
I want to focus on the Customer opportunities that are presenting
themselves to me in my role and how agile methods and my mindset
being aligned to turn opportunity into value.
As a relationship matures, coaches will gain greater insight into the
coachee’s learning cycle and how to monitor progress against ambition.
Sometimes different approaches can be the next best step.
There is a vast number of reference points for transformation work.
At times there is a need for a coachee to anchor the conversation in
data or surface new perspective by answering tailored open questions.
Challenging the System
Ultimately the goal of transformation is to provide value to the
customer, relating change to performance and address the
fundamental constraints / impediments / velocity requires focus and
Build a Coaching Compass
22. My Bad Habit : Procrastinating
When to start
Unfixed HabitFixed Habit
Waiting for the
”right” time is
justifying a delay
Is this really a problem ?
Am I Conscious ?
Requires more focus
and energy in
decision making and
By continuously doing with consistency
and repetition I will reach a point where
no decision is needed. This has become
natural and is comforting to who I am.
25. I think to often as coaches / leaders we
sweep past mistakes under the carpet,
deflecting to things we didn’t know at the
Convinced we will get it right this time,
without ever learning what we are doing
wrong. Re-creating the problems of our past.
Look at the big picture
through the lens of small
steps will give me the
motivation to keep going
Many tools are
how to change.
Tell people about
what you have
learned and are
willing to try.
what works for us
is better that Self-
needs to be heard
Create your own space
29. Stop looking
for a finish
complexity of the
31. When we Coach
Each time we must navigate
unchartered paths filled with social
rules we don’t understand.
Cause us to put to much faith in
how to solve a problem and we
reframe to suit our dominant logic
Collective understanding creeps up
on you over time by retaining a
holistic picture to the problem.
There is no common sense to Coaching
32. Under an illusion of understanding we will
develop a lacking in the motivation
required to address the problem.
33. Maintain a Coaching Performance Log
Our mindset when dealing with complexity we have a tendency to
ignore certain type of factors that turn out be important.
35. Have a more open
mind on how to look.
Past mistakes are poor
indicators for what the future
holds and what we need to look
37. No method will ever be replicated as told. However attention to
detail in learning is helpful if you want to implement effectively.
38. Rolling to the holistic flow of learning
Macro: Chaining, traps, strategy
MICRO: METHOD, DETAIL, TECHNIQUE
Learning technique is nothing like practice
Implementing under the stress of a situation is the key to building resilience
39. The micro / macro roll to coaching
Macro: Organisation Problem
MICRO: INDIVIDUAL PROBLEM
Learning the methods and/or reasoning of the person
Does not mean that the understanding of Culture, Social Dynamics,
Meme of groups can be inferred.
40. Whatever liberates our spirit whilst on the path to mastery
over ourselves is constructive and must be embraced.