Coaching the 'A' team
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London Lean Kanban Days 2019 talk on Coaching the 'A' Team. We take a look at three practices to use with your teams.
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Coaching the 'A' team
- 1. Helen Meek & John Barratt
- 2. In 2019, a crack agile coaching unit was sent to prison for a project crime they didn't commit. These coaches promptly learnt some new techniques to support teams with. Today, still wanted by the Project Managers they survive as Agile coaches of fortune. If you have a problem, if no one else can help, and if you can find them...
- 4. WHAT IS TEAM COACHING?
- 5. WHY DO TEAM COACHING?
- 6. LANDS WORK Purpose: To increase awareness of the diversity in the team, promoting empathy Who: Developers and Testers or Leaders & Team Members Technique: Topic In the middle, a land per area, explore each others lands, create a combined land
- 7. PRACTICE • Pick a coach • Decide the Topic • Name the Lands • Coach the people in the land what it is like • Explore the Lands • Go to the combined land • Agree some actions
- 8. The Hot Seat Purpose: Helps generate multiple valuable questions for the group member. Helps the other group members appreciate the value of questions rather than advice. Who: Anyone Technique: Seeker in the middle, team seated in circle around them. Outline Problem. Team asks question in turn
- 9. PRACTICE • Pick someone who has a need • Form a circle around that person • Coachee outlines problem & writes questions down • Each member of the team asks a question, building upon each other. (Coachee does not have to answer) • What question made the most impact?
- 10. INFORMAL CONSTELLATION Purpose: To see and measure progress on a topic and to give people a voice quickly Who: Can be used from 5 to 500 people to get feedback on a topic Technique: Topic in the middle 3 Questions (Establishing, Unfolding, Resolving)
- 11. PRACTICE Establishing Question How engaged do you feel in this session? Polling Why are you standing where you’re standing, and what’s that like?”
- 12. PRACTICE Unfolding Question How active are you in team coaching currently? Polling Why are you standing where you’re standing, and what’s that like?
- 13. PRACTICE Resolving Question How active would you like to be in team coaching? Polling Why are you standing where you’re standing, and what’s that like?” What is stopping you moving to the second position?
Notas do Editor
- In groups discuss what is team coaching? 2 minutes discussion How is it different to one on one coaching?
- Develop a climate of psychological safety, conducive to collective learning. Team members learn to have open dialogue, to share concerns and fears and to work with constructive, empathetic challenge. As a result they build deeper levels of trust and higher quality of collaboration. Gain greater clarity, coherence and consistency around priorities – what’s most important for the team to achieve collectively. One of the signs that a team is successful in this is that individuals routinely put the team priorities ahead of their own personal task priorities. Better understand the processes that underlie how the team works, and identify ways to improve these. Team coaching helps the team question and validate its own assumptions, with the result that radically new ways of working frequently emerge Manage all three types of conflict (task, process and relationship) constructively – so that conflict becomes a driver of performance, rather than a barrier. Understand and value the contribution each member can make at their best, and how to support each other in creating circumstances, where they can play to their strengths Explore the team culture and help it evolve in line with changing environment, while still enabling everyone to retain their personal authenticity Increase the level of creativity and innovation Manage its reputation within and outside the organization Improve the effectiveness of communication, both between team members and with external stakeholders Have a stronger sense of shared purpose Become more resilient to setbacks Adjust its temporal orientation (achieving a better balance between attention to the past, present, near future and long-term future)
- Need the handout (Page 77)
- FINISH BY 11, READY TO START EXERCISE