Agile Coaching is based on continuous improvement. Learn how to be an effective Agile Coach by improving and implementing Agile best practices. Become a change agent within your organization through this slide share that offers tools and techniques to improve your ability to successfully transform your company's Way of Working. This is an Agile Bootcamp for Coaches!
What Is The Process Of Becoming A Professional Agile Coach?Advance Agility
An agile coach is a member of project management whose role is to motivate individuals, groups and teams of an organization to adopt agile values and 12 principles of agile methodology. Basically, a majority of agile coaches come from a background of IT, project management, product management and software development.
Certified Agile Coach (CAC) training is unique, world-class, and highly interactive. The course explores real-world scenarios/situations and challenges and helps you devise powerful solutions. Here You can download the Course brochure
An advisory board for GE's training department would allow senior leadership to provide input on training priorities and investments. The board would help ensure training aligns with GE's strategic goals and addresses the needs of employees and the business. Board members would review programs, provide guidance to the learning leader, and act as advisors and conduits between the field and training department. The board would not set policy but rather advise on how to improve skills development offerings.
The document presents the Agile Transition Framework, a structured approach for introducing Agile methods in organizations. It discusses the need for change from traditional approaches that are no longer effective. The framework consists of 4 sequential steps - Orientation, Intervention, Expansion, and Normalization - that individual teams and organizations go through when transitioning to Agile. Key aspects of the framework include developing skills and guidelines, setting up teams, training, coaching, and establishing processes to make the transition stick. Transitioning successfully requires balancing top-down and bottom-up approaches over time as organizations evolve.
This document provides guidance on using the "Agile Coaching Growth Wheel" tool. The growth wheel has 8 competency areas that Agile Coaches can assess themselves on using 5 levels of proficiency. The goal is for coaches to reflect on their skills and identify areas for improvement to help professionalize the field of Agile Coaching. Instructions are provided on how to use the wheel in a coaching conversation, including identifying an area to focus on, reflecting on competencies within that area, and generating an action plan. Descriptions of each competency area and the 5 proficiency levels are also included to help guide reflection.
OKR's for Agile Coaches - group brainstorming presentationThene Sheehy
This presentation was created for the Agile Connect group in Portugal, for the July 8, 2020, virtual meetup via Zoom. The original question in a job interview was, "What should be the OKR's for Agile Coaches?" The prompted me to consider how to best answer, and generated this group brainstorming session via Zoom rooms and a Miro board.
Reinvent Performance Management-Build an Agile Coaching Culture V2ICC_ktlDr. Karyn Trader-Leigh
The document discusses the need for continuous learning and development in volatile, uncertain, complex, and ambiguous (VUCA) environments. It argues that traditional performance management and annual performance appraisals are no longer effective and instead, organizations should focus on building a coaching culture where managers use coaching skills to provide frequent feedback and development. An organizational coaching continuum is proposed that includes team, project, and employee engagement coaching. Building a coaching culture requires training managers in performance coaching to create high-performance work environments where employees can grow and develop.
The document discusses key aspects of driving a successful organizational transformation to Agile. It emphasizes the importance of securing executive sponsorship, introducing business stakeholders to Agile concepts, sharing a clear business vision with teams, onboarding an Agile coach, creating cross-functional self-organized teams, shifting from individual to team-based performance, driving cultural changes, and keeping teams motivated throughout the transformation journey. The transformation process requires an iterative approach and focus on collaboration to overcome challenges and drive improvements.
What Is The Process Of Becoming A Professional Agile Coach?Advance Agility
An agile coach is a member of project management whose role is to motivate individuals, groups and teams of an organization to adopt agile values and 12 principles of agile methodology. Basically, a majority of agile coaches come from a background of IT, project management, product management and software development.
Certified Agile Coach (CAC) training is unique, world-class, and highly interactive. The course explores real-world scenarios/situations and challenges and helps you devise powerful solutions. Here You can download the Course brochure
An advisory board for GE's training department would allow senior leadership to provide input on training priorities and investments. The board would help ensure training aligns with GE's strategic goals and addresses the needs of employees and the business. Board members would review programs, provide guidance to the learning leader, and act as advisors and conduits between the field and training department. The board would not set policy but rather advise on how to improve skills development offerings.
The document presents the Agile Transition Framework, a structured approach for introducing Agile methods in organizations. It discusses the need for change from traditional approaches that are no longer effective. The framework consists of 4 sequential steps - Orientation, Intervention, Expansion, and Normalization - that individual teams and organizations go through when transitioning to Agile. Key aspects of the framework include developing skills and guidelines, setting up teams, training, coaching, and establishing processes to make the transition stick. Transitioning successfully requires balancing top-down and bottom-up approaches over time as organizations evolve.
This document provides guidance on using the "Agile Coaching Growth Wheel" tool. The growth wheel has 8 competency areas that Agile Coaches can assess themselves on using 5 levels of proficiency. The goal is for coaches to reflect on their skills and identify areas for improvement to help professionalize the field of Agile Coaching. Instructions are provided on how to use the wheel in a coaching conversation, including identifying an area to focus on, reflecting on competencies within that area, and generating an action plan. Descriptions of each competency area and the 5 proficiency levels are also included to help guide reflection.
OKR's for Agile Coaches - group brainstorming presentationThene Sheehy
This presentation was created for the Agile Connect group in Portugal, for the July 8, 2020, virtual meetup via Zoom. The original question in a job interview was, "What should be the OKR's for Agile Coaches?" The prompted me to consider how to best answer, and generated this group brainstorming session via Zoom rooms and a Miro board.
Reinvent Performance Management-Build an Agile Coaching Culture V2ICC_ktlDr. Karyn Trader-Leigh
The document discusses the need for continuous learning and development in volatile, uncertain, complex, and ambiguous (VUCA) environments. It argues that traditional performance management and annual performance appraisals are no longer effective and instead, organizations should focus on building a coaching culture where managers use coaching skills to provide frequent feedback and development. An organizational coaching continuum is proposed that includes team, project, and employee engagement coaching. Building a coaching culture requires training managers in performance coaching to create high-performance work environments where employees can grow and develop.
The document discusses key aspects of driving a successful organizational transformation to Agile. It emphasizes the importance of securing executive sponsorship, introducing business stakeholders to Agile concepts, sharing a clear business vision with teams, onboarding an Agile coach, creating cross-functional self-organized teams, shifting from individual to team-based performance, driving cultural changes, and keeping teams motivated throughout the transformation journey. The transformation process requires an iterative approach and focus on collaboration to overcome challenges and drive improvements.
There are three levels of agile coaching: organizational coaching works with management to improve the organization's structure and agility; team coaching works with one or more teams to improve practices like Scrum; and technical coaching works with a team on code quality practices like refactoring, testing, and design patterns. A coach may work on more than one level, helping both a team and organization or team and technical practices.
LeaderGains provides leadership coaching, consulting, and training services. Their services include leadership coaching using Marshall Goldsmith's stakeholder-centered coaching methodology, setting up and coaching project management offices, business consulting, and training workshops in areas like agile methodologies, project management, and business analysis. They have experience working with global clients and conducted over 200 training programs. Testimonials praise LeaderGains' expertise and ability to effectively transfer knowledge to help organizations.
The document provides an overview of Think Talent Services' executive coaching model called NEWS. NEWS stands for a development framework that covers Why, Where to, How, and Why Not to help executives broaden their self-understanding, develop in identified areas, and build a coaching culture. The coaching process involves a questionnaire, 3-way meetings, 8-10 sessions over 6-8 months using tools like the 12 Box matrix and Greatness Model. Think Talent promotes the globally tested NEWS method and has alliances in over 40 countries. Customers praise how NEWS helped them clarify career direction and break emotional baggage through its structured yet flexible approach.
10 steps to a successsful enterprise agile transformation global scrum 2018Agile Velocity
Presented at Scrum Gathering Minneapolis, Senior Agile Coach and Trainer Mike Hall provides leaders and managers 10 steps to a successful enterprise Agile transformation.
This Question Bank can help readers to practices many simulated scenarios. These are questions will be asked in Transformation related interviews.
All these questions are from my 4 books, The Agilis's Guidebook, The Scrum Master Guidebook, Personal Leadership & Self-Coaching Guidebook, and A Guidebook of Coaching High-Performance team.
Grab the first 150 pages of all these books from here
1. https://www.slideshare.net/patarychandan/the-agilists-guidebook-first-150-pages
2. https://www.slideshare.net/patarychandan/the-scrum-master-guidebook-150-pages
3. https://www.slideshare.net/patarychandan/we-can-lead-a-guidebook-of-personal-leadership-and-selfcoaching
4. https://www.slideshare.net/patarychandan/a-guidebook-of-coaching-high-performance-team-200-pages
PLEASE DOWNLOAD FROM HERE: https://drive.google.com/file/d/19w1PzUjInWxZJZSJU4cX81rCgEMd4CTj/view?usp=sharing
The Agile Coaching Growth Wheel is a self-assessment tool for agile coaches. In this session, I introduced the growth wheel, talked about my personal experiences, and we did an exercise to explore the growth wheel.
The document provides an overview of leadership coaching programs and services offered by DeKasp Enterprises. It describes executive coaching, team coaching, strategic planning retreats, and supervisory workshops. The programs are designed to help businesses and organizations improve leadership skills, build high-performing teams, and drive better business results through accountability, strategic planning, and performance management training. A wide range of industries are currently served, from small businesses to Fortune 100 companies.
Business /Executive Coaching and Consulting: Helping Businesses increase cash flow, reduce working capital, grow their businesses and position their businesses for sustainable results. My focus is usually on Get the Business, Run the Business,Guide the business and Manage the Business.
The document advertises an Agile Fluency Workshop that aims to help business leaders, coaches, and teams unlock their value proposition through Agile transformations and develop fluency in Agile skills. The workshop will apply the Agile Fluency Model to determine the best Agile approaches, model how teams develop proficiency in Agile skills, and explain how skills and practices may change as fluency increases. It provides learning objectives, workshop details, testimonials, information on the Agile Fluency Model and its developers, and background on the workshop facilitator.
Sales Mentor A Training Book With The Exclusive Content.harsh157217
Introduction:
In the fast-paced world of sales, success often hinges on the guidance and mentorship one receives. Whether you're a seasoned sales professional or just stepping into the field, the right mentorship can make all the difference. "Sales Mentor: A Training Book With Exclusive Content" is a comprehensive guide designed to equip you with the skills, strategies, and mindset needed to excel in sales. This book goes beyond the basics, offering exclusive insights and techniques from seasoned sales mentors to help you reach new heights of success.
Chapter 1: Understanding the Sales Landscape
Before diving into the specifics of sales techniques and strategies, it's crucial to have a solid understanding of the sales landscape. This chapter provides an overview of the modern sales environment, including market trends, customer behavior, and emerging technologies. By grasping the broader context of sales, you'll be better equipped to navigate its complexities and adapt to changes effectively.
Chapter 2: The Role of Mentorship in Sales Success
Mentorship plays a pivotal role in the development of sales professionals. In this chapter, we explore the significance of mentorship and how it can accelerate your growth and success in sales. Drawing on insights from experienced mentors, we delve into the qualities of effective mentors and how to cultivate meaningful mentor-mentee relationships. Additionally, we discuss the benefits of both formal and informal mentorship and how to leverage them to your advantage.
Chapter 3: Building a Growth Mindset
A growth mindset is essential for success in sales, as it empowers individuals to embrace challenges, learn from setbacks, and continuously improve. This chapter focuses on cultivating a growth mindset and overcoming common barriers such as fear of failure and self-limiting beliefs. Through practical exercises and real-life examples, you'll learn how to adopt a mindset of resilience, curiosity, and adaptability, enabling you to thrive in the dynamic world of sales.
Chapter 4: Mastering Sales Fundamentals
Effective salesmanship relies on a solid foundation of fundamental skills and techniques. This chapter covers essential sales concepts such as prospecting, qualifying leads, delivering persuasive presentations, and handling objections. From cold calling to closing deals, you'll gain valuable insights and strategies to enhance your sales effectiveness and drive results.
Chapter 5: Leveraging Technology for Sales Success
In today's digital age, technology plays a pivotal role in sales enablement and productivity. This chapter explores the latest tools, platforms, and technologies reshaping the sales landscape. From customer relationship management (CRM) systems to sales automation software, you'll discover how to leverage technology to streamline your workflow, personalize customer interactions, and gain a competitive edge in the marketplace.
Chapter 6: The Art of Relationship Building
Sales is fund
The document describes a 12-month leadership development program consisting of workshops every 6-8 weeks along with work-based assignments and coaching sessions. The program includes 7 workshops covering topics like effective communication, leadership skills, attracting and managing talent, building effective teams, coaching, change management, and developing others. Participants engage in practical exercises and a final work-based project presented to senior leadership. The program aims to build skills through a mixture of internal and external trainers over the course of a year.
A master who may not be skilled – a scrum master perspective Rajat Julka
Learn about various roles a Scrum master has to play and the skills required to be a successful scrum master
Takeaways:
1. Setup your scrum team for success by hiring an effective scrum master
2. Learn about foundational skills that will help you be a successful scrum master
In response to seeing a "how to pass your Scrum Master/Agile Coach Interview" we've created a way for employers to call BS on candidates who could otherwise dupe their way into a coaching role.
4 questions to ask before implementing your in house leadership development p...Tushar Vakil
The document discusses leadership development programs and outlines four questions organizations should ask before implementing an in-house leadership program. It then provides details on how to design a leadership development system by identifying future leadership requirements, assessing current capabilities, and building tools and processes to develop necessary leadership capabilities. The document also describes leadership development services from Outstanding Productivity that include customized training programs, follow-up sessions, calls, and profiling to help clients develop their leadership pipeline and succession planning.
The document discusses coaching and mentoring. It defines coaching as a positive and future-focused process that assists employees in improving performance and achieving their goals. Coaching involves developing action plans, evaluating progress, and setting new goals. Mentoring is described as a caring relationship where a more experienced mentor provides guidance and support to help a less experienced mentee with their professional and personal development. Key differences between coaching and mentoring are provided, such as coaching having a shorter duration and focusing on immediate goals, while mentoring is a longer-term relationship. The benefits of coaching and mentoring for employees and organizations are outlined. A five-stage coaching process and steps in the mentoring process are also summarized.
Performance coaching and mentoring frameworksPreeti Bhaskar
The document discusses coaching and mentoring. It defines coaching as a positive and future-focused process that assists employees in improving performance and achieving their goals. Coaching involves developing action plans, evaluating progress, and setting new goals. Mentoring is described as a caring relationship where a more experienced mentor provides guidance and support to help a less experienced mentee with their professional and personal development. Key differences between coaching and mentoring are provided, such as coaching having a shorter duration and focusing on immediate goals, while mentoring is a longer-term relationship. The benefits of coaching and mentoring for employees and organizations are outlined. A five-stage coaching process and steps in the mentoring process are also summarized.
Understanding the function of an Agile Coach is much more feasible once we acknowledge the set of “why’s” described in the previous section. An Agile Coach is a professional who will assist the organisation in solving the types of problems listed above. It’s possible to do it in different ways; however, let’s explore a few details regarding what is the gist of the activity of Agile Coaching.
We can summarise the essence of the work of an Agile Coach using a model called “The Agile Coaching DNA”. This DNA works as a compass to guide the decisions about which practices and approaches we can use to help clients achieve better results.
This document provides information about a leadership development and training company. It outlines their services which include leadership development, assessments, training, coaching, and customized solutions. It then describes some of their training programs for organizations and individuals focused on topics like empowering leadership, change management, strategy, teams, and coaching. It introduces some members of their team and their expertise. Finally, it shares some testimonials from satisfied clients and provides contact information.
Coaching and mentoring can inspire and empower people, build commitment, increase productivity, grow talent, and promote success. They are essential elements of modern managerial practice. However, many organizations still have not established related schemes. By not doing so, they also fail to capitalize on the experience and knowledge that seasoned personnel can pass on.
Explore the Top Trends for Business Analysis and Data. We will discuss topics like Value Optimization, Data Sharing, Observability, Sustainability, and AI. Receive helpful information from an Agile Specialist on how to stay ahead of the game in the Top 10 Trends for Business.
Explore the Top Trends for Business Analysis and Data. We will discuss topics like Value Optimization, Data Sharing, Observability, Sustainability, and AI. Receive helpful information from an Agile Specialist on how to stay ahead of the game in the Top 10 Trends for Business.
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Semelhante a 2022 Refresh of ABC Agile Coaching Playbook - How to Be an Agile Coach
There are three levels of agile coaching: organizational coaching works with management to improve the organization's structure and agility; team coaching works with one or more teams to improve practices like Scrum; and technical coaching works with a team on code quality practices like refactoring, testing, and design patterns. A coach may work on more than one level, helping both a team and organization or team and technical practices.
LeaderGains provides leadership coaching, consulting, and training services. Their services include leadership coaching using Marshall Goldsmith's stakeholder-centered coaching methodology, setting up and coaching project management offices, business consulting, and training workshops in areas like agile methodologies, project management, and business analysis. They have experience working with global clients and conducted over 200 training programs. Testimonials praise LeaderGains' expertise and ability to effectively transfer knowledge to help organizations.
The document provides an overview of Think Talent Services' executive coaching model called NEWS. NEWS stands for a development framework that covers Why, Where to, How, and Why Not to help executives broaden their self-understanding, develop in identified areas, and build a coaching culture. The coaching process involves a questionnaire, 3-way meetings, 8-10 sessions over 6-8 months using tools like the 12 Box matrix and Greatness Model. Think Talent promotes the globally tested NEWS method and has alliances in over 40 countries. Customers praise how NEWS helped them clarify career direction and break emotional baggage through its structured yet flexible approach.
10 steps to a successsful enterprise agile transformation global scrum 2018Agile Velocity
Presented at Scrum Gathering Minneapolis, Senior Agile Coach and Trainer Mike Hall provides leaders and managers 10 steps to a successful enterprise Agile transformation.
This Question Bank can help readers to practices many simulated scenarios. These are questions will be asked in Transformation related interviews.
All these questions are from my 4 books, The Agilis's Guidebook, The Scrum Master Guidebook, Personal Leadership & Self-Coaching Guidebook, and A Guidebook of Coaching High-Performance team.
Grab the first 150 pages of all these books from here
1. https://www.slideshare.net/patarychandan/the-agilists-guidebook-first-150-pages
2. https://www.slideshare.net/patarychandan/the-scrum-master-guidebook-150-pages
3. https://www.slideshare.net/patarychandan/we-can-lead-a-guidebook-of-personal-leadership-and-selfcoaching
4. https://www.slideshare.net/patarychandan/a-guidebook-of-coaching-high-performance-team-200-pages
PLEASE DOWNLOAD FROM HERE: https://drive.google.com/file/d/19w1PzUjInWxZJZSJU4cX81rCgEMd4CTj/view?usp=sharing
The Agile Coaching Growth Wheel is a self-assessment tool for agile coaches. In this session, I introduced the growth wheel, talked about my personal experiences, and we did an exercise to explore the growth wheel.
The document provides an overview of leadership coaching programs and services offered by DeKasp Enterprises. It describes executive coaching, team coaching, strategic planning retreats, and supervisory workshops. The programs are designed to help businesses and organizations improve leadership skills, build high-performing teams, and drive better business results through accountability, strategic planning, and performance management training. A wide range of industries are currently served, from small businesses to Fortune 100 companies.
Business /Executive Coaching and Consulting: Helping Businesses increase cash flow, reduce working capital, grow their businesses and position their businesses for sustainable results. My focus is usually on Get the Business, Run the Business,Guide the business and Manage the Business.
The document advertises an Agile Fluency Workshop that aims to help business leaders, coaches, and teams unlock their value proposition through Agile transformations and develop fluency in Agile skills. The workshop will apply the Agile Fluency Model to determine the best Agile approaches, model how teams develop proficiency in Agile skills, and explain how skills and practices may change as fluency increases. It provides learning objectives, workshop details, testimonials, information on the Agile Fluency Model and its developers, and background on the workshop facilitator.
Sales Mentor A Training Book With The Exclusive Content.harsh157217
Introduction:
In the fast-paced world of sales, success often hinges on the guidance and mentorship one receives. Whether you're a seasoned sales professional or just stepping into the field, the right mentorship can make all the difference. "Sales Mentor: A Training Book With Exclusive Content" is a comprehensive guide designed to equip you with the skills, strategies, and mindset needed to excel in sales. This book goes beyond the basics, offering exclusive insights and techniques from seasoned sales mentors to help you reach new heights of success.
Chapter 1: Understanding the Sales Landscape
Before diving into the specifics of sales techniques and strategies, it's crucial to have a solid understanding of the sales landscape. This chapter provides an overview of the modern sales environment, including market trends, customer behavior, and emerging technologies. By grasping the broader context of sales, you'll be better equipped to navigate its complexities and adapt to changes effectively.
Chapter 2: The Role of Mentorship in Sales Success
Mentorship plays a pivotal role in the development of sales professionals. In this chapter, we explore the significance of mentorship and how it can accelerate your growth and success in sales. Drawing on insights from experienced mentors, we delve into the qualities of effective mentors and how to cultivate meaningful mentor-mentee relationships. Additionally, we discuss the benefits of both formal and informal mentorship and how to leverage them to your advantage.
Chapter 3: Building a Growth Mindset
A growth mindset is essential for success in sales, as it empowers individuals to embrace challenges, learn from setbacks, and continuously improve. This chapter focuses on cultivating a growth mindset and overcoming common barriers such as fear of failure and self-limiting beliefs. Through practical exercises and real-life examples, you'll learn how to adopt a mindset of resilience, curiosity, and adaptability, enabling you to thrive in the dynamic world of sales.
Chapter 4: Mastering Sales Fundamentals
Effective salesmanship relies on a solid foundation of fundamental skills and techniques. This chapter covers essential sales concepts such as prospecting, qualifying leads, delivering persuasive presentations, and handling objections. From cold calling to closing deals, you'll gain valuable insights and strategies to enhance your sales effectiveness and drive results.
Chapter 5: Leveraging Technology for Sales Success
In today's digital age, technology plays a pivotal role in sales enablement and productivity. This chapter explores the latest tools, platforms, and technologies reshaping the sales landscape. From customer relationship management (CRM) systems to sales automation software, you'll discover how to leverage technology to streamline your workflow, personalize customer interactions, and gain a competitive edge in the marketplace.
Chapter 6: The Art of Relationship Building
Sales is fund
The document describes a 12-month leadership development program consisting of workshops every 6-8 weeks along with work-based assignments and coaching sessions. The program includes 7 workshops covering topics like effective communication, leadership skills, attracting and managing talent, building effective teams, coaching, change management, and developing others. Participants engage in practical exercises and a final work-based project presented to senior leadership. The program aims to build skills through a mixture of internal and external trainers over the course of a year.
A master who may not be skilled – a scrum master perspective Rajat Julka
Learn about various roles a Scrum master has to play and the skills required to be a successful scrum master
Takeaways:
1. Setup your scrum team for success by hiring an effective scrum master
2. Learn about foundational skills that will help you be a successful scrum master
In response to seeing a "how to pass your Scrum Master/Agile Coach Interview" we've created a way for employers to call BS on candidates who could otherwise dupe their way into a coaching role.
4 questions to ask before implementing your in house leadership development p...Tushar Vakil
The document discusses leadership development programs and outlines four questions organizations should ask before implementing an in-house leadership program. It then provides details on how to design a leadership development system by identifying future leadership requirements, assessing current capabilities, and building tools and processes to develop necessary leadership capabilities. The document also describes leadership development services from Outstanding Productivity that include customized training programs, follow-up sessions, calls, and profiling to help clients develop their leadership pipeline and succession planning.
The document discusses coaching and mentoring. It defines coaching as a positive and future-focused process that assists employees in improving performance and achieving their goals. Coaching involves developing action plans, evaluating progress, and setting new goals. Mentoring is described as a caring relationship where a more experienced mentor provides guidance and support to help a less experienced mentee with their professional and personal development. Key differences between coaching and mentoring are provided, such as coaching having a shorter duration and focusing on immediate goals, while mentoring is a longer-term relationship. The benefits of coaching and mentoring for employees and organizations are outlined. A five-stage coaching process and steps in the mentoring process are also summarized.
Performance coaching and mentoring frameworksPreeti Bhaskar
The document discusses coaching and mentoring. It defines coaching as a positive and future-focused process that assists employees in improving performance and achieving their goals. Coaching involves developing action plans, evaluating progress, and setting new goals. Mentoring is described as a caring relationship where a more experienced mentor provides guidance and support to help a less experienced mentee with their professional and personal development. Key differences between coaching and mentoring are provided, such as coaching having a shorter duration and focusing on immediate goals, while mentoring is a longer-term relationship. The benefits of coaching and mentoring for employees and organizations are outlined. A five-stage coaching process and steps in the mentoring process are also summarized.
Understanding the function of an Agile Coach is much more feasible once we acknowledge the set of “why’s” described in the previous section. An Agile Coach is a professional who will assist the organisation in solving the types of problems listed above. It’s possible to do it in different ways; however, let’s explore a few details regarding what is the gist of the activity of Agile Coaching.
We can summarise the essence of the work of an Agile Coach using a model called “The Agile Coaching DNA”. This DNA works as a compass to guide the decisions about which practices and approaches we can use to help clients achieve better results.
This document provides information about a leadership development and training company. It outlines their services which include leadership development, assessments, training, coaching, and customized solutions. It then describes some of their training programs for organizations and individuals focused on topics like empowering leadership, change management, strategy, teams, and coaching. It introduces some members of their team and their expertise. Finally, it shares some testimonials from satisfied clients and provides contact information.
Coaching and mentoring can inspire and empower people, build commitment, increase productivity, grow talent, and promote success. They are essential elements of modern managerial practice. However, many organizations still have not established related schemes. By not doing so, they also fail to capitalize on the experience and knowledge that seasoned personnel can pass on.
Semelhante a 2022 Refresh of ABC Agile Coaching Playbook - How to Be an Agile Coach (20)
Explore the Top Trends for Business Analysis and Data. We will discuss topics like Value Optimization, Data Sharing, Observability, Sustainability, and AI. Receive helpful information from an Agile Specialist on how to stay ahead of the game in the Top 10 Trends for Business.
Explore the Top Trends for Business Analysis and Data. We will discuss topics like Value Optimization, Data Sharing, Observability, Sustainability, and AI. Receive helpful information from an Agile Specialist on how to stay ahead of the game in the Top 10 Trends for Business.
As I've observed software development teams, on high-performing teams, the Product and the Engineering team leads often have the same characteristics as a marriage.
The Product lead may be called the Product Manager, Product Owner, Business Owner, or Business Analyst and the Engineering Lead might be called the Architect or Technical Lead. These roles have to work together daily, working in parallel to create a united vision and goals. The team or team of teams' ability to be organized and focused will depend on how well the Product and Engineering leadership show a united front.
Some of us know what it's like working on a team where Product (i.e. the Business) and Engineering have different agendas and/or are blatantly working against each other.
As I look at this working relationship as a marriage, I look at what makes a good marital relationship and also what to do when the relationship is broken. In the workshop I do exercises that go along with the deck, we talk about how to fix broken relationships and how to make them healthy and productive.
Important words and definitions for those who are looking to become entrepreneurs or are currently entrepreneurs and want to get a better understanding of all of the ins and outs of being an entrepreneur.
“Big Ideas. Brand Strategy. Business Longevity.” is a presentation to help expose young aspiring and future entrepreneurs to approach turning their hobbies and passions into income and businesses. The presentation also identifies some young people of color, African-American entrepreneurs, that have had success stories over the years. No matter your age or whether you are new to being an entrepreneur or have been doing it for a while, there are a few tips to help you evaluate and identify areas of improvement. Board games are referenced throughout as a fun way to help make each of the key points memorable. This presentation was presented at the Delta Sigma Theta MRAC Economic Development Committee - Youth Entrepreneur Summit.
This concise slide deck will give you an overview of some of the terms used in Agile. Terms such as Burndown, Daily Scrum, and Retrospectives are only a few of the terms that are explored. Use this as a quick reference for someone who is just beginning their Agile journey.
Scrum of Scrums is a Scaled Agile technique that offers a way to connect multiple teams who need to work together to deliver complex solutions.
It helps teams develop and deliver complex products through transparency, inspection, and adaptation, at scale. It’s particularly successful when all high-performing scrum team members work towards a common goal, have trust, and respect, and are completely aligned.
Teams thrive when they deliver value
every 2 - 3 Sprints!
They have a constant stream of achievement.
People develop a sense of momentum and confidence.
It helps bond a team together.
They develop the ability to
critique.
It increases respect for other
disciplines.
It reduces the isolation of work.
A facilitator is a person who helps a group of people work together better, understand their common objectives, and plan how to achieve these objectives during meetings or discussions. At any given time, every member of a self-managed, empowered Agile scrum and Kanban team (regardless of your title or role) should be ready to step up to help facilitate the team. Facilitation is not just limited to project managers, product managers, and scrum masters. Every team member, ceremony, and meeting participant has a part to play and make sure meetings are a productive and valuable use of time.
Facilitation is a valuable soft skill. This slide deck is the first part of the workshop that is presented to whole scrum teams, where they can learn the art and science of facilitation. Through immersive exercises and a workshop coach, they can practice, get comfortable and get past any anxiety they have around facilitating. After taking the class, team members will better appreciate the facilitator's role and are likely to become better participants in team meetings. The team members can also help call out anti-patterns during a meeting and, as a peer, help keep meetings on track in support of the facilitators. Over time, facilitation becomes a natural part of the fabric of the team.
As you take a look through this deck, keep in mind that the second part of this is an immersive workshop led by a coach. If your organization wants more information about providing soft skills training in the area of facilitation or other areas, do reach out to us for our various customized solutions.
Daily Team Building Calendar 2022 www.jacqueline-sanders-blackman.com
Question & Answer Blog on Quora: https://www.quora.com/profile/Jacqueline-Sanders-Blackman
Coach-On-Call Helpdesk Coach Jacqueline007 @ https://www.linkedin.com/in/jacqueline007/
Technology Expresso Consulting website https://techexpressoconsulting.com/
Blog Talk Radio Podcast blogtalkradio.com/expressosteammakers
Apple Podcasts https://podcasts.apple.com/us/podcast/expresso-steam-makers-10-minute-daily-sip-stemulating/id674251164?uo=4
Everyone is doing it - Agile Software Development and Business Agility but is it right for you? There are definite pros and cons and even instances where you should not apply Agile, especially not a full big-bang transformation. Have questions and want a balanced assessment of whether it's right for your organization or if you are doing Agile the right way? Feel free to reach out to us @ techexpressoconsulting.com
Hiring and paying for an Agile Coach can be expensive. A lot of companies feel like they have the talent and knowledge in-house to perform their agile transformation and I have to say, I agree with them to some extent. Agile knowledge is quite prevalent in today's software development environment. This slide deck actually is part of a presentation where I explain how you can avoid hiring a Agile Coach or Coaches especially for long periods of time, but ONLY if you are willing to address some of the most common mistakes people make when they try to do their Agile transformation or any business process redesign without a dedicated, professional trainer or coach. There is a big difference between having a person in your organization that has extensive experience (i.e. agile training, agile coaching, scrum coaching, agile project management training, project management coaching, and change management) versus a person who has the experience and can do it full time for the duration of the business transformation.
Most organizations' first mistake is thinking that a transformation is just a part-time endeavor and/or that a committee that meets from time-to-time can direct and react as needed during a transformation. If you get through this slide deck and still feel you can do your transformation without an Agile Coach, you have my Best Wishes, just keep our name and number handy if you want a coach that will check-in from time to time and let you know you are on the right track. If you think you need a full time Agile coach, you can also connect with us at TechExpressoConsulting.com.
Explore entry level Information Technology jobs available. Use this presentation to begin your exploration of future jobs in IT.
Look at careers like UX Designer, Technical Support/Help Desk, Project Management and more.
Teams often complain about unproductive planning sessions. They even ask can they cancel them. Everyone wants fewer meetings, right? That's why my answer and recommendation to have teams add a refinement session to their scrum cadence may come as a shock. However, refinement sessions are not just another meeting, they are a game-changer when it comes to sprint planning.
Planning without refinement is futile!
Check out our slide deck, Planning without Refinement is Futile, that has more information and insight on how introducing refinement meetings with clear agendas and outcomes can be the planning makeover your scrum teams need. Your level of frustration, redundancy, or angst about planning will be forever changed.
The Agile I know and love (and promote) was meant to be FUN! Lightweight, fast-paced, and Fun! Built into every ceremony is an opportunity to promote and celebrate the team's efforts, progress, and/or accomplishments. Every Scrum Master, Engineering Manager, and/or Agile Team Coach should have a wacky sense of humor and not be afraid to look silly. They should give the teams permission and platforms to laugh, let loose and go off-script. Having Fun at work (especially in I.T.) is a gateway exercise that leads to creativity, engagement, and innovation. Check out our podcast series that talks more about ways to "Make Scrum Fun Again"! Visit our Podcast @ https://www.blogtalkradio.com/expressosteammakers
This document provides guidance on reading and interpreting burndown charts. It explains that when the red line, representing work completed, meets the gray line, which shows the ideal pace of work needed to meet commitments, it means the team is on track with no work carried over to the next sprint. It notes that when the red line does not follow the gray line, it indicates work is not being done on committed tasks. The document also advises that added work during a sprint should not be the norm and may signal a need to clean up the product backlog in Jira.
This document outlines topics and best practices for an agile user story workshop. It discusses refining user stories and estimating work. It also describes common agile roles and ceremonies like daily stand-ups, sprint planning, reviews, and retrospectives. Guidelines are provided for running ceremonies effectively and focusing on continuous improvement. The goal is to help teams establish healthy processes for delivering value through iterative development.
Let's Explore Agile Basics and Answer the Big 3 Questions. Are we working on the right things? Are we getting the work done? Are we doing the work the right way?
The best-laid change management plan can be challenged and derailed if the impact, emotions and reactions of the people who are involved are not considered and accommodated.
Mais de Technology Expresso Expresso-Consulting (20)
A team is a group of individuals, all working together for a common purpose. This Ppt derives a detail information on team building process and ats type with effective example by Tuckmans Model. it also describes about team issues and effective team work. Unclear Roles and Responsibilities of teams as well as individuals.
Enriching engagement with ethical review processesstrikingabalance
New ethics review processes at the University of Bath. Presented at the 8th World Conference on Research Integrity by Filipa Vance, Head of Research Governance and Compliance at the University of Bath. June 2024, Athens
Org Design is a core skill to be mastered by management for any successful org change.
Org Topologies™ in its essence is a two-dimensional space with 16 distinctive boxes - atomic organizational archetypes. That space helps you to plot your current operating model by positioning individuals, departments, and teams on the map. This will give a profound understanding of the performance of your value-creating organizational ecosystem.
Originally presented at XP2024 Bolzano
While agile has entered the post-mainstream age, possibly losing its mojo along the way, the rise of remote working is dealing a more severe blow than its industrialization.
In this talk we'll have a look to the cumulative effect of the constraints of a remote working environment and of the common countermeasures.
Ganpati Kumar Choudhary Indian Ethos PPT.pptx, The Dilemma of Green Energy Corporation
Green Energy Corporation, a leading renewable energy company, faces a dilemma: balancing profitability and sustainability. Pressure to scale rapidly has led to ethical concerns, as the company's commitment to sustainable practices is tested by the need to satisfy shareholders and maintain a competitive edge.
Colby Hobson: Residential Construction Leader Building a Solid Reputation Thr...dsnow9802
Colby Hobson stands out as a dynamic leader in the residential construction industry. With a solid reputation built on his exceptional communication and presentation skills, Colby has proven himself to be an excellent team player, fostering a collaborative and efficient work environment.
Impact of Effective Performance Appraisal Systems on Employee Motivation and ...Dr. Nazrul Islam
Healthy economic development requires properly managing the banking industry of any
country. Along with state-owned banks, private banks play a critical role in the country's economy.
Managers in all types of banks now confront the same challenge: how to get the utmost output from
their employees. Therefore, Performance appraisal appears to be inevitable since it set the
standard for comparing actual performance to established objectives and recommending practical
solutions that help the organization achieve sustainable growth. Therefore, the purpose of this
research is to determine the effect of performance appraisal on employee motivation and retention.
A presentation on mastering key management concepts across projects, products, programs, and portfolios. Whether you're an aspiring manager or looking to enhance your skills, this session will provide you with the knowledge and tools to succeed in various management roles. Learn about the distinct lifecycles, methodologies, and essential skillsets needed to thrive in today's dynamic business environment.
Comparing Stability and Sustainability in Agile SystemsRob Healy
Copy of the presentation given at XP2024 based on a research paper.
In this paper we explain wat overwork is and the physical and mental health risks associated with it.
We then explore how overwork relates to system stability and inventory.
Finally there is a call to action for Team Leads / Scrum Masters / Managers to measure and monitor excess work for individual teams.
12 steps to transform your organization into the agile org you deservePierre E. NEIS
During an organizational transformation, the shift is from the previous state to an improved one. In the realm of agility, I emphasize the significance of identifying polarities. This approach helps establish a clear understanding of your objectives. I have outlined 12 incremental actions to delineate your organizational strategy.
Sethurathnam Ravi: A Legacy in Finance and LeadershipAnjana Josie
Sethurathnam Ravi, also known as S Ravi, is a distinguished Chartered Accountant and former Chairman of the Bombay Stock Exchange (BSE). As the Founder and Managing Partner of Ravi Rajan & Co. LLP, he has made significant contributions to the fields of finance, banking, and corporate governance. His extensive career includes directorships in over 45 major organizations, including LIC, BHEL, and ONGC. With a passion for financial consulting and social issues, S Ravi continues to influence the industry and inspire future leaders.
Designing and Sustaining Large-Scale Value-Centered Agile Ecosystems (powered...Alexey Krivitsky
Is Agile dead? It depends on what you mean by 'Agile'. If you mean that the organizations are not getting the promised benefits because they were focusing too much on the team-level agile "ways of working" instead of systemic global improvements -- then we are in agreement. It is a misunderstanding of Agility that led us down a dead-end. At Org Topologies, we see bright sparks -- the signs of the 'second wave of Agile' as we call it. The emphasis is shifting towards both in-team and inter-team collaboration. Away from false dichotomies. Both: team autonomy and shared broad product ownership are required to sustain true result-oriented organizational agility. Org Topologies is a package offering a visual language plus thinking tools required to communicate org development direction and can be used to help design and then sustain org change aiming at higher organizational archetypes.
2022 Refresh of ABC Agile Coaching Playbook - How to Be an Agile Coach
1. 2022 Refresh of ABC
Agile Coaching
Playbook - How to Be
and Agile Coach
Presented by Jacqueline Sanders-Blackman
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3. Agile
Bootcamp for Coaches (ABC)
What is an Agile Coach?
What are the key Skill Sets of a Coach?
How is Team Coaching versus One-on-One Different?
How does a Coach Continue to Grow?
What are the Healthy Habits of a Coach?
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5. An Agile Coach is a person who is responsible for creating and improving Agile processes within a team or a
company. Some things that an Agile Coach might do are: spread Agile best practices between different teams,
programs, portfolios and groups within the organization. An Agile Coach also integrates Agile teams within non-Agile
teams and processes; and measures results of an Agile transition and transformation.
Coaching during a transformation also means knowing what tools and techniques to use at what time to help
overcome or go around the inevitable objections and resistance that create inertia to adoption of new ways of
working and thinking. Being a coach during a transformation means understanding the organizational, political,
social, and psychological dynamics of change and change management. By using a successful coach, an Agile
implementation should be inspired, energized, and creative. Fun is an essential part of an Agile environment.
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The Role of a Coach
6. What is an Agile Coach?
What are the key Skill Sets of a Coach?
How is Team Coaching versus One-on-One Different?
How does a Coach Continue to Grow?
What are the Healthy Habits of a Coach?
Agile Bootcamp for Coaches (ABC)
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7. What does
an Agile
Coach Do?
EDUCATE (TEACH,
MENTOR)
FACILITATE OBSERVE
MOTIVATE PROVIDE
FEEDBACK
ADVISE, COUNSEL
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8. 1.0 - Launching an Agile Initiative and Onboarding an Agile Coach
Launching an Agile
Initiative
Onboarding Agile
Coaches
Coaching Skill Sets
Coaching
Techniques
Coaching Tools
2.0 - Onboarding An Agile Team
Onboarding Agile
Teams
Team Readiness
Impact and Risk of
Onboarding Teams
Not Ready
3.0 - Coaching to Achieve Agile Team Maturity
Forming Storming
Norming
Adjourning
Swarming
Maturity States
4.0 - Coaching to Optimize Planning &
Value Delivery
Agile Planning
Portfolio, Program,
Teams
Pre-Planning
Planning
Post Planning
5.0 - Ongoing Coaching
for Agile Governance
and Guidance
Frequently Asked
Questions
Agile Governance
References and
Resources
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9. Agile coaches have to perform a variety of duties which involve pulling from various disciplines including:
Mentoring, Coaching, Facilitating, Being a Change Agent, Teaching, Advising. Different situations and scenarios
warrant different techniques. A mature coach can assess a situation and adjust accordingly.
● Mentor - generally tries to help mature, help promote growth and to help the person stretch beyond
their current capacity to attain a higher level.
● Coach - generally tries to improve the performance, output and outcome of the person being coached.
● Facilitator - a person who helps a group of people to work together better, understand their common
objectives, and plan how to achieve these objectives, during meetings or discussions. In doing so, the
facilitator remains "neutral," meaning they do not take a particular position in the discussion.
● Change Agent - someone who promotes and enables change to happen within any group or organization.
● Teacher/Educator - a person who provides instruction or education; helps to illustrate right and wrong,
anti-patterns and consequences.
● Advisor - normally a person with deep knowledge in a specific area and usually also includes persons with
cross-functional and multidisciplinary expertise. An advisor's role is to provide strategic guidance and
recommendations to help navigate complex matters.
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1.1 Services Included in Coaching
10. 1.2 Soft Skills
• Read the Room
• Emotional Intelligence
• Motivate People
• Cultivate Curiosity
• Inspire People
• Believe that People Can Change
• Believe People Never Finish Growing
• Understand People Learn Through Struggle
• Believe in Good Conflict, Good Chaos, Good Destruction
• Low Tolerance for Excuses
• Willing to Risk Being Wrong
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11. Within the Agile discipline, a coach may be assigned to interact with different types of teams or individuals, which may
warrant specialized knowledge or coaching expertise. Here is the coaching provided by the Agile Office (LACE):
• Coaching the Coaches
• Help onboard new coaches (internal and external)
• Help with professional development of internal coaches
• Help identify maturity and goals for internal coaches
• Providing ongoing and daily feedback on day-to-day coaching opportunities
• Identifying KPIs to measure coaching effectiveness
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1.3 Coaching Scenarios
12. ● Coaching Leadership
○ Giving guidance to Business Owners, Domain Owners
○ Giving guidance and feedback to Application Owners
● Coaching the Scrum Master, Squad or Kanban Leads
○ Empowering the Scrum Master to coach the team by promoting Agile best practices on a day-to-day basis
○ Help the Scrum Master identify anti-patterns
○ Giving guidance on how to shepherd the team and deal with team impediments, conflicts and anti-patterns
○ Guide the Scrum Master to use metrics to help provide the team insight into how they are doing
○ Promote continuous improvement, continuous learning
○ Encourage the Scrum Master to proactively work to keep the team healthy and addressing dysfunctional team
behaviors
○ Helping on board new scrum masters
○ Guiding Scrum Master on how to set team boundaries and not exceeding their empowerment privileges
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1.3 Coaching Scenarios (continued)
13. ● Coaching the Team
○ Guiding the Scrum Master to help the team obtain their Agile maturity (i.e. adopting, doing, being, owning)
○ Helping establish teams in the Agile framework
○ Help establish and maintain team branding
○ Helping the team through forming, storming, norming and performing
○ Helping identify and address team dysfunction that requires escalation
● Coaching Individual Team Members
○ Help on board new team members
○ Help team members that have disruptive behavior that requires de-escalation
○ Help team members who seek coaching for their roles (ie. BA, Dev, QA) in an Agile environment
● Coaching Shared Services, Shapers and Dependencies
○ Providing guidance to groups or departments that are impacted by or who impact Agile, SAFe or Scrum teams
but that may or may not be Agile in any way
○ Providing insight and awareness of the Agile concepts, their impact and explanation of their rationale and
benefits
○ Providing a point of contact for any concerns or grievances
○ Providing feedback based on scenarios that can cause disruption; Help negotiate resolution
○ Be a liaison and try to foster goodwill between Agile and non-Agile teams
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1.3 Coaching Scenarios (continued)
14. Agile
Bootcamp for Coaches (ABC)
What is an Agile Coach?
What are the key Skill Sets of a Coach?
How is Team Coaching versus One-on-One Different?
How does a Coach Continue to Grow?
What are the Healthy Habits of a Coach?
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15. A Coach wears many hats!
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16. ● Kanban Coaching means having the mindset, knowledge and tools aligned with a successful Kanban.
○ Kanban System Design
○ Kanban Assessment Framework - Fit for Purpose
○ Service Oriented Organizational Design
○ STATIK Method
○ Work In Progress
○ Flow Management
○ Visualization - Create and Populate the Board
○ Explicit Way-of-Working Policies
○ Feedback and Improve
○ Negotiating Buy-in and Agreeing to a Roll-out Plan
● Scrum
○ Scrum Ceremonies
○ Scrum Teams
○ Scrum Deliverables
○ Scrum KPIs
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1.4 Coaching based on Frameworks
17. ● Scaled Agile (Solution Accelerator Program)
○ Portfolio / Leadership
■ Providing guidance to the leadership to help them embrace servant leadership behaviors and to cascade it to their
direct reports
■ Helping them recognize when their directives may be undermining the Agile way of working
■ Helping them recognize opportunities to work and influence with other leadership members that might be
undermining the Agile way of working
■ Helping them find ways within the Agile way of working that helps them get what they need (i.e. status, metrics,
progress reports) through information radiators
■ Help them understand the parameters of when change in initiatives and epics is productive versus
counterproductive
■ Help them trust the program resources (i.e. Program/Product Manager and Product Owner be responsible for the
feature and story level details). Avoid micromanaging the project
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1.4 Coaching based on Frameworks (continued)
18. ○ Program
■ Coaching the Program
● Provide guidance to help with synchronization across the program
● Provide guidance and guidelines for pre, post and program increment (PI) planning
● Provide guidance on program boards, information radiators and review meetings
■ Coaching the RTE
● Provide guidance on how to be the liaison between business and technical
● Provide guidance on how to address program level impediments
● Provide guidance on how to support the Program Manager, Product Owner and Scrum Master and respect boundaries
● Helping onboard new RTE’s
● Help establish maturity levels and metrics to measure RTE’s effectiveness
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1.4 Coaching based on Frameworks (continued)
19. ○ Team
■ The Agile coach is primarily focused on coaching the scrum master/kanban lead either by (a) demonstrating
techniques, (b) offering tips and techniques for the scrum master or (c) observing and providing feedback. As
the scrum master matures, the Agile coach goes from high touch to low touch.
■ There are times where the coach may have a conversation that is with the whole team. This should be
coordinated with the scrum master and co-facilitated with the scrum master when necessary. This may be to
initially introduce a tool or technique. The team should be left with actionable steps that allow them to take
the advice, the tool or technique and to take ownership to carry on using this knowledge provided by the
coach on their own.
■ Coaches should be very careful not to be the referee or “tie-breaker” between any disagreements within the
team, the team and the scrum masters or the team/scrum master and the PO. The coach should provide them
with tools on how to problem solve and negotiate.
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1.4 Coaching based on Frameworks (continued)
20. Agile
Bootcamp for Coaches (ABC)
What is an Agile Coach?
What are the key Skill Sets of a Coach?
How is Team Coaching versus One-on-One Different?
How does a Coach Continue to Grow?
What are the Healthy Habits of a Coach?
copyright 2022 @ techexpressoconsulting.com
21. One-on-One versus Team
One-on-One Coaching Team Coaching
Willing and Able to be Honest and Open Team Charter, Working Agreement
Willing to Share True Emotional State Interpersonal – Team Dynamics
Willing to Reveal Authentic Self and Personality Type Team Culture, Team Norms
Is Open and Willing to be Coached (Coachable) Coordination, Consensus, Collaborative
Ready and Willingness to Take Actions Forming, Storming, Norming, Performing
Willing to Embrace Lasting Change – Extend their
Comfort Zone
Team Soft Skills
Committed to Moving Forward – Maximize Potential Conflict Resolution and Negotiation
Willing and Able to be Honest Team Maturity
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22. Agile
Bootcamp for Coaches (ABC)
What is an Agile Coach?
What are the key Skill Sets of a Coach?
How is Team Coaching versus One-on-One Different?
How does a Coach Continue to Grow?
What are the Healthy Habits of a Coach?
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24. Coaching Goals in an Agile Environment
❑ Instill Agile Values and Principles
❑ Start Up / Reset an Agile Team
❑ Coach Team Members Individually
❑ Coach a Team Collectively
❑ Coach a Product Owner
❑ Coach Stakeholders or Leaders Outside the Team
❑ When You Have Helped the Team Navigate Impediments
❑ Can Challenge High Performing Teams
❑ Accept Their Ideas Above Your Own
❑ Mastered Yourself (Self Aware, Avoid Knee Jerk Reactions)
❑ You Model Agile Values and Principles
❑ You Can Navigate Conflicts
❑ Set a Path of Continuous Learning
❑ Help Advance the State of the Art of Agile
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25. Coaching in Various Scenarios
• How do you coach a team in Forming?
• How do you coach a team in Storming?
• How do you coach a team in Norming?
• How do you coach a team in Performing?
• How do you coach a team in High Performing?
• How do you coach a team to be empowered?
• How do you coach a team experiencing resistance?
• How do you coach a team that’s experienced necessary change?
• How do you coach a team that’s experienced an epic fail?
• How do you coach a team that is doing Agile and not being Agile?
• How do you coach a team that is burnt out?
• How do you coach a team that has been successful without Agile? (Trick Question)
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26. Agile
Bootcamp for Coaches (ABC)
What is an Agile Coach?
What are the key Skill Sets of a Coach?
How is Team Coaching versus One-on-One Different?
How does a Coach Continue to Grow?
What are the Healthy Habits of a Coach?
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27. Self Care Is Important for Coaches
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28. The Agile Coaches Tool Kit
Frequently Used Tools and Techniques
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29. Honing
Coaching
Skills
The Art of Giving
and Receiving
Feedback
Change
Management
Motivating and
Inspiring Others
Conflict and
Resistance
Management
Professional
Coaching Models
Know Thyself
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31. Honing
Coaching
Skills
The Art of Giving
and Receiving
Feedback
Change
Management
Motivating and
Inspiring Others
Conflict and
Resistance
Management
Professional
Coaching Models
Know Thyself
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32. 1.5.0 Coaching Skills
The following are important skills needed by
someone in the role of a coach. The skill set
includes observation, constantly evaluating,
active listening, empathising, questioning (ask
the right question at the right time), providing
feedback, following up, goal setting, evaluate,
curious, provide structure/guidance, create
rapport and networks, receive feedback, able to
address resistance and behaviors, check-ins.
An Agile coach should have a mix of soft skills
(i.e. interpersonal skills) and technique based
hard skills (i.e. aptitude with tools and
techniques).
Soft Skills Hard Skills
Creativity Analytical & Critical Thinking
Persuasion, Patience,
Interpersonal Skills
Data Analysis/Metrics & KPI
Collaboration Technical/Software
Development Lifecycle
Adaptability/Agility Business Workflow/Process
Improvement
Emotional Intelligence Transformation/ Change
Management
Problem-Solving
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33. Honing
Coaching
Skills
The Art of Giving
and Receiving
Feedback
Change
Management
Motivating and
Inspiring Others
Conflict and
Resistance
Management
Agile
Professional
Coaching Models
Know Thyself
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35. ●OSKAR - Outcome, Scale, Know-How, Affirm-Action, Review
● GROW - Goal, Reality, Options, Wrap-Up
● FUEL - Frame the Conversation, Understand Current State, Explore the Desired State, Lay Out A
Success Plan
● CLEAR - Contract, Listen, Explore, Action, Review
● STEPPPA - Subject, Target, Emotions, Perception, Plan, Pace, Action
● ACHIEVE - Assess, Creative Alternatives, Hone Goals, Initiate Action, Evaluate Options, Validate,
Encourage Momentum
● SOLVE - State Problem, Observe, List Exceptions/Options, Verify Plan, Execute Plan
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Coaching Techniques
36. ● Ceremony Consistency
● Demonstration of Value
● Facilitation and Training Events (Impact Indicators)
● Agile Certification and Professional Development
● Increase in Quality and Delivery
● Increase in Collaboration and Planning (Impact Indicators)
● Development of Agile Roles (RTE, PM, PO, SM)
● Team Building, Bonding and Stability
● Increase in Motivation/Empowerment/Decision Making
● Setting and Achievement of Goals and Commitments (Consistency)
● Application and Value Generated by using Agile Tools
● Problem Solving and Problem Management (Continuous Improvement Events)
● Achieving Cross Functional Teams and Application
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Coaching KPIs and Outcomes
37. • Coaches, just like teams, should strive to continuously improve and mature. The
skill-level used is Master, Journeyman, Apprentice, Novice/Learner.
• Master - Can teach coaching skills across the full list of disciplines listed above,
has a broad range of experience in various environments in all of the disciplines
• Journeyman - Can coach most of the disciplines listed above, is a practitioner of
all of disciplines and may have mastery in certain areas with some supervision
• Apprentice - Someone that is learning and practicing the tools and techniques
across the disciplines under supervision
• Novice/Learner - Someone that is learning the concepts, may have some
certifications but has very limited experience but is engaged in knowledge
sharing and practicing their new skills under supervision
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Coaching Maturity
39. Honing
Coaching
Skills
The Art of Giving
and Receiving
Feedback
Change
Management
Motivating and
Inspiring Others
Conflict and
Resistance
Management
Professional
Coaching Models
Know Thyself
copyright 2022 @ techexpressoconsulting.com
41. Honing
Coaching
Skills
The Art of Giving
and Receiving
Feedback
Change
Management
Motivating and
Inspiring Others
Conflict and
Resistance
Management
Professional
Coaching Models
Know Thyself
copyright 2022 @ techexpressoconsulting.com
45. Honing
Coaching
Skills
The Art of Giving
and Receiving
Feedback
Change
Management
Motivating and
Inspiring Others
Conflict and
Resistance
Management
Professional
Coaching Models
Know Thyself
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46. What Does This Say About This Person?
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47. Discussion: Self Awareness
1. How comfortable are you with Emotional Intelligence?
2. What’s your position on being a Servant Leader?
3. How aggressive is your stance on Agile?
4. How do you naturally respond to conflict?
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