THE MAKING OF A LEAN-AGILE COACH - Agile Cambridge Making... · Lean-Agile Mentoring Lean-Agile...
Transcript of THE MAKING OF A LEAN-AGILE COACH - Agile Cambridge Making... · Lean-Agile Mentoring Lean-Agile...
THE MAKING OF A LEAN-AGILE COACH
LUCA MINUDEL
COACH AT:
CARLO BESCHI
AGILE-LEAN PRACTITIONER AT:
AGILE-LEAN COACH AT:
WHAT A COACH DOES: RESPONSIBILITIES & ARTEFACTS
LEAN-AGILE COACHING COMPETENCY FRAMEWORK
Lean-AgileMentoring
Lean-Agile Teaching
ProfessionalCoaching
Facilitating
Lean-Agile Mastery
LEAN-AGILE COACHING IS FOR …
FOUNDATION: A COACHING APPROACH
Individuals Teams Multi-Teams
Pillars of Agile CoachingOrganisation
Picture credits to: Ryan Behrman
THE COACHING STANCE
THE COACHING STANCE: AT THE HEART OF THE FRAMEWORK
Lean-AgileMentoring
Lean-Agile Teaching
ProfessionalCoaching
Facilitating
Lean-Agile Mastery
THE COACHING STANCE: AT THE HEART OF THE FRAMEWORK
Lean-AgileMentoring
Lean-Agile Teaching
ProfessionalCoaching
Facilitating
Lean-Agile Mastery
The ability of the coach, when needed, to:
The most distinctive characteristic of Coach role. What makes it different from a consultant, advisor, or an evangelist.
THE COACHING STANCE: AT THE HEART OF THE FRAMEWORK
Lean-AgileMentoring
Lean-Agile Teaching
ProfessionalCoaching
Facilitating
Lean-Agile MasteryThe most distinctive characteristic of Coach role.
What makes it different from a consultant, advisor, or an evangelist.
The ability of the coach, when needed, to:
1. Maintain neutralitydomain = honor coachees ability & expertiseoutcome = honor coachees agenda, preferences & decisions
2. Promote independencebuild autonomy & reduce reliance on external coaches
3. Don’t colludewith desire to accommodate obstacles or limitations
4. Serve self-reflection
THE COACHING STANCE: SERVING SELF-REFLECTION
In 1990, Voyager 1 spacecraft was at the fringes of the solar system.
Before leaving the Solar System, Voyager 1 turned its camera around,
and took one last photograph of its home planet, planet Earth.
In that picture, planet Earth is one Pale Blue Dot, one of 640,000 pixels:
THE COACHING STANCE: SERVING SELF-REFLECTION
That pale blue dot, is the aggregate of joy and suffering
of everyone you know, everyone you ever heard of,
every human being who ever was.
In all the cosmic obscurity, in all this vastness,
there is no hint that help will come from elsewhere to save us,
except from ourselves.
Carl Sagan
THE COACHING STANCE: SERVING SELF-REFLECTION
Video https://youtu.be/9T0IohfMKKc
SELF-ASSESSMENT RADARS
SELF-ASSESSMENT RADARS: PURPOSE
With radars you can:
• better understand where your stand
• visualise your opportunities for personal
development in different areas
• collect feedback, measure & track your
progress over time.
You can also help other coaches do the same.
SELF-ASSESSMENT RADARS: SKILLS AND PERSONAL TRAITS
SELF-ASSESSMENT RADARS: CARLO’S RADARS
1. Understand the tool
2. Fill the self-assessment radars
3. Have a mentoring session
4. Set a few improvement goals
5. Do stuff!
6. Get feedback from the people you work with
7. Update the self-assessment radars
USING THE RADARS WHITIN AN AGILE COACH PRACTICE
• As a personal tool
• While starting a lean-agile coach practice: • to design the role, and a career
path• to support internal candidates self-
assessments• to grow the internal agile
capability
• While recruiting external coaches:• to design the role• for candidates self-assessment• mentoring session as a step in the
process
• For an Agile Coach Camp session
AWA CONSULTANCY, INTERNAL USE
AWA CONSULTANCY, LONDON / NEW YORK CLIENT
FILLING YOUR RADAR
LEAN-AGILE COACHING COMPETENCY FRAMEWORK
Lean-AgileMentoring
Lean-Agile Teaching
ProfessionalCoaching
Facilitating
Lean-Agile MasteryTechnicalProduct &
Business Organisational &
Transformation
SELF-ASSESSMENT RADAR: RATING
Rating is personal/relative, it doesn’t work for
comparing two coaches.
Rating yourself too high or too low would
defeat the purpose.
A Radar is primarily a placeholder for a
coaching/mentoring conversation.
Level 0 Tourist: Never heard about that!
Level 1 Just starting: Rule based behavior, strongly limited and inflexible
Level 2 Improving: Incorporates aspects of the situation and context
Level 3 Capable: Act consciously taking into account long term goals and plans
Level 4 ExpertSees the situation as a whole and acts from personal conviction, invents and
introduces small scale innovations, personal improvement is self-sustaining
Level 5 GlobetrotterHas an intuitive understanding of the situation and zooms in on the central aspects,
has an easy and creative way of doing things, invents and introduces large scale innovations to deal with truly unique situations.
SELF-ASSESSMENT RADAR: RATING
SELF-ASSESSMENT RADAR: IMPROVEMENT PLAN
1. Identify and write down one competence you
really wish to improve.
2. Think about one improvement action you can
take in the coming weeks.
3. Identify what feedback you can collect, and
from whom, to measure progress.
A COACHING CONVERSATION
INSTRUCTIONS: ACTIVE LISTENING TO CREATE A THINKING ENVIRONMENT
• Give the person who’s speaking your undivided attention.
• Listen deeply.
• Feel free to ask questions, if something is very unclear to
you. Feel free to stay silent.
• Restrain yourself from providing answers/suggestions.
• Acknowledge what you are hearing. Nod. Appreciate.
• Be there. At ease. Simply. Fully. Wholeheartedly.
RESOURCES1) ON-LINE RADARS, DETAILED LEVELS, BOOKS/TRAINING, ETC.
2) SLACK CHANNEL
WWW.SMHARTER.COM
TWITTER: @CARLOZTWITTER: @LUKADOTNETTWITTER: @SMHARTERLTD
THANK YOU !