Vaibhav Sharma has over 18 years of experience in roles such as Scrum Master, Agile Coach, Product Owner, and Product Manager across various geographies. He holds several professional certifications including CSM, CSPO, PMP, PMI-ACP, and is currently a principal consultant at Statusneo.

1. Vaibhav Sharma CSM, CSPO, DASSM, PMP, PMI-ACP, ICA-ACC, KMP, ICP-APO, ICP-MKG
• Principal consultant, Statusneo
• Industry experience over 18 years, in various roles like Scrum Master, Agile Coach, Product Owner,
Product Manager across geographies
Accreditations
Experience

2. Vaibhav Sharma,
CSM, CSPO, DASSM, PMP, PMI-ACP, ICA-ACC, KMP, ICP-APO, ICP-MKG

4. • The disaster resulted in a 32-
month hiatus in the Space
Shuttle program and
• The formation of the Rogers
Commission, a special
commission appointed by the
President Ronald Reagan to
investigate the accident.

5.  The failure was caused by the failure of O-ring seals used in the
joint that were not designed to handle the unusually cold conditions
that existed at this launch.
 NASA managers also disregarded warnings from engineers, and
failed to adequately report these technical concerns to their
superiors.

6.  In almost every major disaster, a
common finding is that lower
ranking employees had
information that would have
prevented these disasters.
 But it was either not passed up to
the higher levels or it was
ignored, or it was overridden.
 Shockingly often, they settled for
risky alternatives rather than
upset their bosses with
potentially bad news.

7.  We must become better at asking and do less telling
in a culture that overvalues telling.
 The missing ingredients in most conversations are
curiosity and willingness to ask questions to which
we do not already know the answer.

8.  Contrary to the appealing claims of The One Minute Manager, there are no quick
fixes in business.
 Coaching is unlocking people’s potential to maximize their own performance. It is
helping them to learn rather than teaching them.
 Coaching is NOT Mentoring
 Mentoring is very different to coaching, because coaching is not dependent on a more
experienced person passing down their knowledge.
 
In essence coaching is about partnership, collaboration, and believing in potential.

9.  What do leaders want – High Performance Culture?
 What are the biggest barrier to the High performance Culture?
 B L A M E.
 Now companies do talk about getting rid of the blame culture – but just as often
they take no action.
 Why?
 It is a natural human tendency.
 What harm does Blame bring?

10. Fear of blame inhibit even the most calculated risk
taking.
It BLOCKS 
honest recognition, identification, and
acknowledgment of the inefficiencies in a system.
Blame evokes defensiveness – defensiveness reduces
awareness.

11.  Interferences like fear and self-doubt decrease.
 When leaders replace blame with the interdependent
behaviours of curiosity and partnering, creativity and
collaboration can flourish as people trust in themselves and
each other.

12.  A high-performance culture is often
described as a “collective mentality”
where there is a strong community spirit
and collaboration around a shared sense
of purpose. This interdependent culture,
where people are able to grow and fulfil
their potential, is the most highly
evolved as seen on The Performance
Curve.

14.  There are two kinds of Tasks
 Everyone does his or her own part.
 Each person is dependent upon other for the successful completion

15.  Basic Humility
 Optional Humility
 Here and Now Humility

16.  When we are working in a team where
everyone is interdependent upon others
for the success of the project/task, then
the superiors must show "Here-and-now
Humility.
 The most difficult part is for the higher
status person to be Here-and-now
Humble, and to realise that in many
situations they are de facto dependent on
subordinates and other lower status
members.

17.  The kind of Inquiry or question that derives from an attitude
of Curiosity and Interest.
 If I feel I have something to learn from you or want to hear
from you some of your experiences or feelings because I care for
you, or need something from you to accomplish a task, this
makes me temporarily dependent and vulnerable.

18.  Humble Inquiry is the fine art of drawing someone out, of asking questions to
which you do not already know the answer, of building a relationship based on
curiosity and interest in the other person.

19.  Humble Inquiry is NOT a checklist to follow or a set of prewritten questions.
 It is a behaviour that comes out of respect, genuine curiosity, and the desire to improve
the quality of conversation by stimulating greater openness and the sharing of task
relevant information.

20.  Humble Inquiry is very similar to Powerful
Questioning.
 You can use this to train the leaders who can’t
use a Professional Coaching Approach.
 You can use this approach to create Trust and
build Relationship with the client.

21.  As a Leader, I am dependent upon others for our Success.
 By definition itself, we are partnering with the others. And by partnering means
we are dependent upon our subordinates our colleagues.
 Therefore as a Leader we must exhibit “Here-and-now Humility”