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Agile coaching applied growing people and getting stuff done

My career story. A few things I've learned along the way. How I became an Agile Coach. Why attitude and experience matter much more than job titles.

Agile coaching applied growing people and getting stuff done

  1. 1. Agile Coaching Applied: growing people and getting stuff done Carlo Beschi - April 2019
  2. 2. Let me start with a small story ...
  3. 3. Sharing is a BIG thing
  4. 4. Agenda Bits of my career story A few tips and suggestions Q&A Resources
  5. 5. 1999 2019 “webmaster” “Enterprise Agile Coach”
  6. 6. 1999 2019 For fun ... … and for profit 2004
  7. 7. 1999 2019 Webmaster Enterprise Agile Coach Agile Coach Co-founder Lead Lean-Agile Coach 2004 2011 20152006 2009 Sys admin IT Manager 2014 2016 Agile Coach Technology Methodology Strategist Full stack developer Community Manager Solution Architect Program Manager Offshore dev ManagerScrum Master QA Manager Account Manager
  8. 8. 1999 2019 Webmaster Enterprise Agile Coach Agile Coach Co-founder Lead Lean-Agile Coach 2004 2011 20152006 2009 Sys admin IT Manager 2014 2016 Agile Coach Technology Methodology Strategist Full stack developer Community Manager Solution Architect Program Manager Offshore dev ManagerScrum Master QA Manager Account Manager
  9. 9. 1999 2019 Webmaster Enterprise Agile Coach Agile Coach Co-founder Lead Lean-Agile Coach 2004 2011 20152006 2009 Sys admin IT Manager 2014 2016 Agile Coach Technology Methodology Strategist Full stack developer Community Manager Solution Architect Program Manager Offshore dev ManagerScrum Master QA Manager Account Manager
  10. 10. hands-on management gettingstuffdonegrowingothers
  11. 11. hands-on management gettingstuffdonegrowingothers
  12. 12. hands-on management gettingstuffdonegrowingothers practitioner coach
  13. 13. hands-on management gettingstuffdonegrowingothers Full stack coach
  14. 14. I quit because: ● I am not learning / being challenged enough (any more) ● The “cultural fit” is lost - usually because: ○ My manager has left ○ The CIO has left ○ The CIO, who is my line manager, has left :-) ● It’s “too obvious” I can be better off somewhere else
  15. 15. skills challenge anxiety boredom FLOW
  16. 16. Over time I’ve learnt to: ● Become more resilient (“accept it, change it, leave it” mantra + find my detachment sweet spot) ● Empathize more with “legacy management” and organizations ● Move quicker from awareness to action
  17. 17. “We delight our customers via the fast and frequent delivery of quality products and services”
  18. 18. Modern approaches, when used well, work better - for the people and for the delivery
  19. 19. We can “flex” - choose our primary drivers and optimize for: time to market, cost effectiveness, quality, customer experience, developers experience, ...
  20. 20. PM? ADM? Coach? Personally, I don’t really care … What matters is actual experience and attitude, and not the job title …
  21. 21. Yet most companies (and lots of people) do care about Job Titles. So?
  22. 22. Yet most companies (and lots of people) do care about Job Titles. So? 1. Contextual awareness is critical to succeed 2. Respect and sincere curiosity are great assets (“What is the problem they are trying to solve?” 3. Making sharp calls about what to accept and what to challenge boosts your effectiveness as a change agent and leader
  23. 23. Facilitate.
  24. 24. Facilitate. Visualize.
  25. 25. The PM as an enabler
  26. 26. Facilitate. Visualize. Host.
  27. 27. Facilitate. Visualize. Host. Inspire.
  28. 28. The PM as a leader
  29. 29. Modern (agile) product development is not easy.
  30. 30. Modern (agile) product development is not easy. When done well, it can be very, very effective. And very rewarding.
  31. 31. Modern (agile) project management is not easy.
  32. 32. Modern (agile) project management is not easy. When done well, it can be very, very effective. And very rewarding.
  33. 33. Modern (agile) management and leadership are not easy.
  34. 34. Modern (agile) management and leadership are not easy. ...
  35. 35. Yet please, do get the basics right!
  36. 36. My stance ... ● I am “il montanaro gentile” (ie the kind man from the mountains) ● I enjoy creativity ● I super value honesty and respect ● I am a “we” person ● I have … (my own) sense of humour ● I seek purpose, and impact ● I am a challenger ● You can lean on me
  37. 37. What is your stance?
  38. 38. What is your stance? Uncover your stance. Embrace it (stay true to yourself). When “disconnected”, go back to it.
  39. 39. Questions, please!
  40. 40. @carloz “(still) changing the world, one company at a time” ★ carlo.beschi at gmail.com ★ linkedin.com/in/beschi
  41. 41. Cool stuff ● https://www.amazon.co.uk/Agile-Project-Management-Innovative-Development/dp/0321658396/ ● https://www.amazon.co.uk/Flow-Psychology-Experience-Csikszentmihalyi-Jul-01-2008/dp/B016 1SWCVO/ ● https://www.amazon.co.uk/Coaching-Agile-Teams-ScrumMasters-Addison-Wesley/dp/03216377 04/ ● https://www.infoq.com/articles/continuously-improving-lean-agile-coaching ● http://agilecoachinginstitute.com/wp-content/uploads/2011/08/Agile-Coaching-Competencies-wh itepaper-part-one.pdf ● http://agilecoachinginstitute.com/wp-content/uploads/2018/05/Developing-an-Internal-Agile-Coa ching-Capability-2018-05.pdf ● https://www.slideshare.net/LucaMinudel/leanagile-coach-selfassessment ● https://vimeo.com/30419045 ● https://agilesensei.com/
  42. 42. “No person is an island” - Jacopo Romei
  43. 43. “We are in this together, and the future is great” - Claudio Perrone

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