1. FRAGILE AGILE
COACHING A TIRED TEAM
ANNA OBUKHOVA
AGILE COACH
MANAGING PARTNER
SCRUMTREK
SAINT-PETERSBURG, RUSSIA

3. IN AGILE SINCE 2004
AGILE COACH
SCRUM, XP, KANBAN
LARGE SCALE
PROJECT/PROGRAM
AGILE PORTFOLIO
ANNA
OBUKHOVA
WORK
MANAGER

4. IT
MANAGEMENT
MBA (GLOBAL BUSINESS)
COACHING
PSYCHOLOGY
BIOLOGY
ANNA
OBUKHOVA
EDUCATION
NEUROLEADERSHIP

5. DOWNWARD SPIRAL

6. 1 IDEALISM AND OVERTAXING
© MASLACH, BURISCH
NEUROLOGICAL
STICKINESS
COMPULSION TO
PROVE YOURSELF
EASILY DISTRACTED
LINK SELF-ESTEEM
WITH THE RESULT

7. 1 IDEALISM AND OVERTAXING
2 EMOTIONAL AND PHYSICAL
EXHAUSTION
© MASLACH, BURISCH
BRAIN FOG
GUILTY
OVERWORKING
WANT TO ADD MORE
PANIC REACTION TO CHANGE

8. 1 IDEALISM AND OVERTAXING
2 EMOTIONAL AND PHYSICAL
EXHAUSTION
3 LOSING A GOAL / CYNICISM
© MASLACH, BURISCH
HIDDEN GOALSBLAMING OTHERS
AVOIDING PEOPLESTOP CARING

9. 1 IDEALISM AND OVERTAXING
2 EMOTIONAL AND PHYSICAL
EXHAUSTION
3 LOSING A GOAL / CYNICISM
4 LOATHING SYNDROME
© MASLACH, BURISCH
BREAKDOWN
ILLNESS
PROFESSIONAL RESIGNATION

10. MASLACH BURNOUT INVENTORYThe inventory consists of 22 questions which have five graded answers. To determine the risk of burnout, the MBI explores three sub-scales:
emotional exhaustion, depersonalization and personal accomplishment. A high score in the first and third sections and a low score in the
second section may indicate burnout

13. APGAR BURNOUT TEST
A FOR APPEARANCE
P FOR PERFORMANCE
G FOR GROWTH TENSION
A FOR AFFECT CONTROL
R FOR RELATIONSHIPS
0 point - I see significant issues in this
area
1 point - I see issues in this area, but not
extremely critical
2 points - no issues
Calculate the sum of all 5 measures

14. A FOR APPEARANCE
P FOR PERFORMANCE
G FOR GROWTH TENSION
A FOR AFFECT CONTROL
R FOR RELATIONSHIPS
0- 4 Scores under four can call for prompt,
lifesaving measures
4-6 four to six indicate that assistance is
required
7+ the baby will need only routine post
delivery care
APGAR BURNOUT TEST

15. WHY

16. BURNOUT HITS THE BEST PEOPLE
WHENEVER THE EXPECTATION LEVEL IS DRAMATICALLY
OPPOSED TO REALITY AND THE PERSON PERSISTS IN
TRYING TO REACH THAT EXPECTATION, TROUBLE IS ON
THE WAY

19. AGILE
PHASE

23. DEATH-MARCH

24. BOREOUT OR BURNOUT?

25. BURN-OUT RECOVERY RULES (CLINICAL)
1. SLOW DOWN
2. GET SUPPORT
3. RE-EVALUATE GOALS
AND PRIORITIES

26. BURN-OUT RECOVERY RULES (MANAGERIAL)
1. RECALCULATE THE PROJECT
2. RESTORE THE BRAIN
3. DECISION POINTS
4. RESULT AUTHORISING

27. 4 PRACTICAL TIPS FOR COACHING TIRED TEAMS

28. SHOW THE FUTURE1.RECALCULATETHEPROJECT

29. RESTORE BRAIN AND BODY PHYSIOLOGY -
STRESS-RECOVERY CYCLE
2. RESTORE THE BRAIN

30. SMALL CYCLES 25-45 MINUTES
One cerebral hemisphere can intently concentrate on a task
25-45 minutes only
Then you need to switch to other task or to different aspect of the
same task
• Routine - New
• Common view - Detailed view
• High stress - Low stress
• With people - Alone

31. MEDIUM CYCLES - 1.5-2 HOURS
Need to switch context and take a longer rest
➤ Tea-water
➤ Walk
➤ Small talk
➤ Clean the table

32. ADD ENERGY

33. LONG CYCLES 3-4 HOURS
• Cortisol
• 3 peaks in a day
• Don't try to make a
peak longer
• 1 hour rest
minimum between
peaks

34. WEEK CYCLES
5 IDENTICAL WORKING DAYS AND
2-DAY WEEKEND
2. RESTORE THE BRAIN

35. WEEK CYCLES - 3 DAYS
THERE ARE 2 CYCLES IN A WEEK:
1. VERY ACTIVE AND CHALLENGING DAY
2. MEDIUM ACTIVITY DAY
3. LOW ACTIVITY DAY, NO STRESS
ONE ABSOLUTE REST DAY

36. LONG CYCLES EXAMPLE
SCRUM FRAMEWORK

37. OODA LOOP (BOYD'S CYCLE)
Information gathering
from the outside world
Priorities, timing, estimates,
breaking down in smaller chunks
Checklists
dividing into tasks
Action
3. DECISION POINTS

38. WHY CONVEYOR
IS EFFICIENT?

39. THE BRAIN CONVEYOR
Implementer
ManagerManager
Implementer

40. Implementer
Manager
Implementer
Manager
NeocortexNeocortex
Sub-cortical structuresSub-cortical structures

41. 3. OODA LOOP STEP 3-DECIDE
• Main goal for the manager is not an action, but creating comfort for the
implementer
• Create tasks that are clear to the implementer
1) Define first step in the task
2) Visible result
3) Task is the control zone
4) Task can be done in 25 minutes
NOT Correct:
Book an interview
Approve the budget
Correct:
Send an e-mail to N with possible interview dates
Send the budget draft to N and M and propose the meeting time

42. LINK WITH THE GOAL AND RESULT
4. RESULT AUTHORISING

43. CLASSIC COACHING MODEL
1. WHAT IS THE GOAL
2. HOW WE UNDERSTAND IT IS DONE
3. WHAT IS HAPPENING NOW
4. WHAT IS ALREADY DONE
5. WHAT CAN BE THE NEXT STEP
6. WHAT IS THE NEXT STEP
7. WHEN
8. WHAT WE LEARN FROM THAT
9. SUMMARY
GROW
MODEL

44. FOR TIRED TEAMS - LINK WITH THE GOAL AND RESULT
1. WHAT ARE YOU PLANNING TO DO
2. WHAT IS THE GOAL OF THIS ACTION
3. HOW WE UNDERSTAND IT IS DONE
4. WHAT IS HAPPENING NOW
5. WHAT IS ALREADY DONE
6. WHAT CAN BE THE NEXT STEP
7. WHAT IS THE NEXT STEP
8. WHEN
9. WHAT WE LEARN FROM THAT
10. SUMMARY
AGROW
MODEL

46. THANK YOU!
ANNA.OBUKHOVA@MAIL.RU
OBUKHOVA@SCRUMTREK.RU
LINKEDIN: ANNA OBUKHOVA
FB: ANNA OBUKHOVA