Coaching leaders with Daidree Tofano
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Here are the slides from the Kanban Coaching Exchange talk from Daidree Tofano. In this talk she talks about coaching leaders. Please see the you tube channel if you wish to watch the video.
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Coaching leaders with Daidree Tofano
- 1. Coaching leaders: how to get it right… and how to get it really, really wrong
- 2. 2 For the past 4 years, I’ve has been working with leaders and executive teams to: • Navigate the mindset shifts needed to be effective in complex environments • Role model new behaviours • Hone their own unique leadership style • Create effective, well-aligned exec teams Now I am a director, so I get to practice what I’ve been preaching (it’s hard!) Daidree in a nutshell Software developer -> enterprise agile coach
- 3. team
- 4. leadership
- 5. agile coach
- 6. 1.Tips for getting in the door with your leadership team 3.Tips for how to mess it all up (with harrowing personal tales) 2.Tips for success once you've established a coaching relationship
- 7. Ditch the us vs. them ”It’s you and me vs. the problem, NOT you vs. me.” -Steve Maraboli
- 8. 1.Tips for getting in the door with your leadership team
- 11. 11 Focus on helping them solve their problems
- 15. Learn to speak business Back it up with data Focus on measurable impact Structure your communication
- 16. 16 “We have a bit of a problem in the teams. As you know the teams are busy working on [x product], and have been experiencing a lot of issues with cycle times in delivering their work. They’re also just not very happy.What are they not happy about? Well, they feel pretty demoralized about not being able to make decisions, and they spend a lot of time waiting for other people to make decisions. I think it would be great if you interact with the teams like more of a servant leader, and delegate authority to them.” Blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah
- 17. 17 Clarifying and devolving decision-making authority about product releases will enable us to deliver value sooner 1. Current decision-making processes cause time delays Work is blocked 30% of the time awaiting decisions that happen outside of the team Every feature we deliver spends 20 days pending EnterpriseArchitecture approvals Employees report spending 10 hours per week preparing for steercos & other decision meetings Key takeaway Main argument S1 S2 S3
- 18. Tips for getting in the door with your leadership team: • Find a champion • Understand leadership’s problems • Focus on helping them solve their problems • Learn to speak business Recap
- 19. 2.Tips for success once you've established a coaching relationship
- 22. Give specific & actionable feedback http://www.gsb.stanford.edu/faculty-research/publications/2013-executive-coaching-survey
- 23. Go & see
- 24. Roll up your sleeves (i.e. take an active role in the solution)
- 25. Tips for success once you've established a coaching relationship: • Make coaching plans together • Measure impact • Give specific & actionable feedback • Go & see • Roll up your sleeves Recap
- 26. 3.Tips for how to mess is all up
- 27. “agile is a mindset!” “be a servant leader!” Arm yourself with platitudes
- 29. 29 Point out all of the problems all at once “Problem talk creates problems, solution talk creates solutions.” -Steve de Shazar
- 31. Tips for how to mess is all up: • Arm yourself with platitudes • Keep it theoretical • Point out all of the problems all at once • Focus entirely on process Recap
- 32. • Find a champion • Understand leadership’s problems • Focus on helping them solve their problems • Learn to speak business • Make coaching plans together • Measure impact • Give specific & actionable feedback • Go & see • Roll up your sleeves • Arm yourself with platitudes • Keep it theoretical • Point out all of the problems all at once • Focus entirely on process
- 33. leadership
- 34. Coaching leaders: how to get it right… and how to get it really, really wrong
Editor's Notes
- A quick note about me, which
- Walkthrough & brain stuff Harvard MBA Spun up & sold 3x startups Worked in consultancy for a while Now a director over 80 people Build a little empathy: Never lead at scale
- story
- 55% deveop next generation of leaders 54% global recession slowing economic growth 52% attracting and retaining top talent 50% driving new product innovation https://www.ddiworld.com/blog/top-ceo-challenges
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- https://www.blinkist.com/en/nc/new-reader/the-pyramid-principle
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- If someone comes to you with an issue, it’s not the time to come back with a rehash of the agile manifesto
- It overwhelms and frustrates people. Instead, think of what problems exist together, and always offer solutions if you do come with a problem.
- One of the first leadership coaching gigs I had, I went in and immediately focused on their process. Process without understanding, context or the mindset shift… so the process ends up not solving issue but creating other issues.
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