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[ Your Coach
is killing your
Agility ]
Madhur Kathuria,
CST,CEC,CSP,CSM, CSPO
CEO, AgiVetta Consulting
Chair Emeritus, Ind...
[Introduction ]
[Accidental Agile Coach,
Status-quo Disruptor,
Transformation freak,
Behavioral mystic, nomad,
INDIAN]
13
years
Let’s start with a story….
Once upon a time…
In a land of yore and happiness, there lived three project managers…
Day after day, They used to marshal...
Their world started changing….
The Projects Started
failing…
Customers were no longer
happy..
Their troops revolted
agains...
And to make matters worse…
A new , dangerous, ugly monster was seen
in the town….
The Project Managers had to
decide...
The first Manager…
Found that Agile monster sopped up
all the work he used to do and gave
this work to the teams do it. Th...
The second one…
Found that Agile monster sopped up all the work the PM used
to do and let the teams do it. The PM was barr...
And the third…
Discovered that he had actually found a very
good knowledge companion called “Agile” . He
learned the virtu...
What “Hat” Am I Wearing?
Partner
“We will do it
together and learn
from each other”
Technical Advisor
“I will assist with
...
But isn’t the coach role
different?
What do we expect and
demand of ourselves?
What outcomes do we
expect from ourselves?
What do we expect to
improve in our
...
The Transformation Dilemma
The Mirror Exercise
What Leaders Expected What Coaching Delivered
• Retention of Talent
• Accelerating Promotions
• Improved teamwork
• Increa...
Guru Mantra #1
Know what your buyer needs
[What is their work culture]
[Who are the ones needing coaching]
[Why do they ne...
Guru Mantra #2
Look beyond the obvious
Guru Mantra #3
Ride the same boat as your customer
Guru Mantra #4
Be Transparent to your customer
2/21/2008
2/28/2008
3/6/2008
3/13/2008
3/20/2008
3/27/2008
4/3/2008
4/10/20...
The role of A coach
Guru Life Coach
Change Facilitator
Disruptor
Coaching the teams or Coaching the roles ?
The team profile
Understanding team mind-set?
Understanding the processes? Stakeholders and environment
Challenges?
The intensity of Coaching
Coaching Styles?
The coaching Pyramid
This looks tough??
How do I move it ?
Ask: Why ?
Bake: Your
own Dog Food
Create: Value
for Everyone
Devolve :
Provide the
power of Opt-in
Engage: All
Functions
...
DATA PROCESS
TECHNOLOGY MINDSET
Value Driven Behaviour Management
Introducing – The 10 PEAS®
People Power
Purpose
Persistence
Passion
Promis
e
Productivity
Plan
Positivity
Profits
Predicta...
The Fish! Philosophy
•Play!
•Be There
• Make Their
Day
•Choose
Your Attitude
Questions??
If I can be of any help
My Spaces
• www.madhurkathuria.com
• www.agiledevilsworkshop.com
• www.agivetta.com
I am available...
Be Agile. Be Enlightened!
www.agivetta.com
Your Coach is Killing Your Agility : Presented by Madhur Kathuria
Your Coach is Killing Your Agility : Presented by Madhur Kathuria
Your Coach is Killing Your Agility : Presented by Madhur Kathuria
Your Coach is Killing Your Agility : Presented by Madhur Kathuria
Your Coach is Killing Your Agility : Presented by Madhur Kathuria
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Your Coach is Killing Your Agility : Presented by Madhur Kathuria

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Keynote session by Madhur Kathuria at DiscussAgile Bangalore conference 2016.

Published in: Leadership & Management
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Your Coach is Killing Your Agility : Presented by Madhur Kathuria

  1. 1. [ Your Coach is killing your Agility ] Madhur Kathuria, CST,CEC,CSP,CSM, CSPO CEO, AgiVetta Consulting Chair Emeritus, India Scrum Enthusiasts Community (ISEC)
  2. 2. [Introduction ]
  3. 3. [Accidental Agile Coach, Status-quo Disruptor, Transformation freak, Behavioral mystic, nomad, INDIAN] 13 years
  4. 4. Let’s start with a story….
  5. 5. Once upon a time… In a land of yore and happiness, there lived three project managers… Day after day, They used to marshal their troops, delivered projects, earned client appreciations and used to go home happily with their hard earned money Everything was fine, happy and full of fun… Until one day…… TRAGEDY STRUCK !!!!!!
  6. 6. Their world started changing…. The Projects Started failing… Customers were no longer happy.. Their troops revolted against their way of working….
  7. 7. And to make matters worse… A new , dangerous, ugly monster was seen in the town….
  8. 8. The Project Managers had to decide...
  9. 9. The first Manager… Found that Agile monster sopped up all the work he used to do and gave this work to the teams do it. The PM was barred from commanding his men (and women) . he was told to sit out of ceremonies and trust the team to make all the decisions…The PM slowly fell ill and miserable and eventually left the once happy land to look for greener pastures in a far-away land
  10. 10. The second one… Found that Agile monster sopped up all the work the PM used to do and let the teams do it. The PM was barred from commanding his men (and women) . he was told to sit out of ceremonies and trust the team to make all the decisions. The PM started finding ways how to kill the Agile monster. He started diverging the team’s mind-set and views about how the monster would kill their productivity and make them mediocre. He did participate in the meetings and still controlled the meetings and team outcomes. The team slowly started moving away from being close to agility and one fine day the Agile Monster was slow poisoned to death and the team went back to the old ways…
  11. 11. And the third… Discovered that he had actually found a very good knowledge companion called “Agile” . He learned the virtues of delegation and hands-off manager from agile. He passed on the decision making to the team while himself taking on the role of mentor, guide and buddy for the teams. He started to guide them to right path and gave them insights about what is wrong and what is right, rather than telling and forcing them to go down a particular path. Eventually, the team started respected him even more and they used his experience and wisdom to gain productivity and benefits and all of them lived happily ever after… And then he became a Coach !
  12. 12. What “Hat” Am I Wearing? Partner “We will do it together and learn from each other” Technical Advisor “I will assist with technical questions during the project” Hands-On Expert “I will perform complicated tasks” Mentor “I will support you in acquiring knowledge and new skills” Role Model ”Watch me and adopt my attitude” Facilitator “I will help you make a decision without taking sides” Coach “I will assist you in performing the best you can and extracting your maximum potential” Reflective Observer “You will manage and I will mirror (light up) issues for your functioning” ProcessAspects Project Deliveries
  13. 13. But isn’t the coach role different?
  14. 14. What do we expect and demand of ourselves? What outcomes do we expect from ourselves? What do we expect to improve in our functioning as Coaches? What do we want to do less, or refrain from doing as Coaches? What do we want to preserve (to keep doing in the same way) as Coaches? The Coach's perspective.
  15. 15. The Transformation Dilemma
  16. 16. The Mirror Exercise
  17. 17. What Leaders Expected What Coaching Delivered • Retention of Talent • Accelerating Promotions • Improved teamwork • Increased Diversity HIGH • Increased productivity • Increased quality of services • Improved teamwork • Increased team member satisfaction • Increased client satisfaction • Increased quality of services • Increased productivity MEDIUM • Increased team member satisfaction • Increased client satisfaction •Reduced cost • Increased business development • Reduced cost LOW • Increased business development • Retention of Talent • Accelerating Promotions • Increased Diversity Coaching Expectation vs. Deliverables
  18. 18. Guru Mantra #1 Know what your buyer needs [What is their work culture] [Who are the ones needing coaching] [Why do they need it] [ How much coaching they need ]
  19. 19. Guru Mantra #2 Look beyond the obvious
  20. 20. Guru Mantra #3 Ride the same boat as your customer
  21. 21. Guru Mantra #4 Be Transparent to your customer 2/21/2008 2/28/2008 3/6/2008 3/13/2008 3/20/2008 3/27/2008 4/3/2008 4/10/2008 4/17/2008 4/24/2008 5/1/2008 5/8/2008 5/15/2008 5/22/2008 5/29/2008 0 20 40 60 80 100 120 140 Deployed Testing Construction Architecture / Design Requirements Total Scope (Features) Date TotalFeatures
  22. 22. The role of A coach Guru Life Coach Change Facilitator Disruptor
  23. 23. Coaching the teams or Coaching the roles ?
  24. 24. The team profile Understanding team mind-set? Understanding the processes? Stakeholders and environment Challenges?
  25. 25. The intensity of Coaching
  26. 26. Coaching Styles?
  27. 27. The coaching Pyramid
  28. 28. This looks tough?? How do I move it ?
  29. 29. Ask: Why ? Bake: Your own Dog Food Create: Value for Everyone Devolve : Provide the power of Opt-in Engage: All Functions Fly: Collaborate near, far and across
  30. 30. DATA PROCESS TECHNOLOGY MINDSET Value Driven Behaviour Management
  31. 31. Introducing – The 10 PEAS® People Power Purpose Persistence Passion Promis e Productivity Plan Positivity Profits Predictability
  32. 32. The Fish! Philosophy •Play! •Be There • Make Their Day •Choose Your Attitude
  33. 33. Questions??
  34. 34. If I can be of any help My Spaces • www.madhurkathuria.com • www.agiledevilsworkshop.com • www.agivetta.com I am available on • Twitter: madhurkathuria • Skype: madhur.kathuria • Madhur.Kathuria@agivetta.com Join your Friends • Linkedin group: My Fellow Agile learners • Linkedin group: India Scrum Enthusiasts Community, Asia Agile Forum, AgiVetta • Facebook Page: India Scrum Enthusiasts Community, Asia Agile Forum, AgiVetta
  35. 35. Be Agile. Be Enlightened! www.agivetta.com

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