Coaching for change
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The document discusses bringing about and sustaining change through agile coaching. It outlines expectations for transformation, including faster delivery, reduced defects, improved usability, and empowered self-organized teams. Success stories are shared showing increased autonomy, shared responsibility, improved estimations and openness. Coaching focuses on creating a shared vision, understanding pain points, and co-creating a coaching backlog to drive sustainable change through involvement and effective understanding among stakeholders. Governance meetings and surveys track progress over time.
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Coaching for change
- 1. Shiva Krishnan Coaching for Change
- 2. Resistance •Like status quo •Fear of the unknown * From Mike Cohn Bringing about a change is Hard
- 3. Sustaining the change is Harder * Barriers for further agile adoption – VersionOne -9th Annual State of Agile Survey
- 4. How do we bring about sustainable Change?
- 5. Change is discontinuous However there are patters that are observable in sustainable changes Intentional change theory
- 6. How does this apply to Agile coaching?
- 7. 1. Creating a shared vision for the transformation
- 8. Expectations Meeting Expectation from the transformation Expectation from Coach Expectation from Management Client satisfaction •Faster ,better delivery •better quality - lesser UAT defects •better usability Team satisfaction •sustainable pace, better work life balance Self organized , empowered, Open and autonomous team •No task assignment -ability to choose •everybody can take decisions •everybody is aware, transparency •accountable, take ownership •reduce follow-ups ,reduce monitoring •share issues and knowledge Simplify process •do all ceremonies every iteration •more effective retros - include appreciations, act on action items •realistic Planning •everybody estimates •utilize velocity for planning •raise risks early •better estimations Spread knowledge •reduce dependencies •add skillsets wherever necessary •share issues and knowledge •reduce assumptions Susutain the Transformation •All activities must add value - including the meetings •It's the team's responsibility to sustain the transformation
- 9. 2. Understanding the team’s pain points and drivers for change
- 10. 3. Co-creating the coaching Backlog
- 11. Investing in Sustainable Relationships
- 13. Contracting for effective understanding among stakeholders
- 14. Governance meetings The Teams Management (AM and PM) Agile Coach (BLR)
- 16. How do we know that it is working?
- 17. Success Stories
- 18. 0 2 4 6 8 10 12 Before Transformation Current State Who makes decisions in your team? Manager and Lead Team members 55% 18% 27% Do you feel safe to fail? yes no sometimes 18% 64% 18% Do you feel safe to fail? Yes No Did Not Answer Surveys 0 2 4 6 8 10 Most of the times Sometimes No Most of the times Sometimes No Current State 0 2 9 Before Transformation 6 3 2 Do you stretch regularly to complete your work? Team is more open - questioning value behind each activity Shared responsibility -ownership with the team and not TL Mindset changes Team more autonomous - no assignments Asking questions Helping each other Open – comfortable to share issues/Concerns
- 19. Question the team Individual ownership has increased and micro-management of task reduced I thought it’s tough to form a successful Agile Team but as we began our transition amazingly now I could see the agility in our team. Taking up tasks and trust built by the leads for the team White board and daily standup improvement Before the CD, I felt it is difficult to give the exact estimate of given task. But after CD, It is quite easier Being Autonomous and taking card for development from white board Self managed team Team self organized and sharing Ownership and Responsibility Avoiding Task Assignment and Team picking up tasks Delivery being managed by team. To manage the project’s day to day activity, Iteration planning, Grooming, Demo, Retro, Homo/UAT Release, Before CD transformation I couldn’t even think this was possible without manager, my thinking was only manager can do all this BA Developer Tech Lead Question: What is that one outcome which you thought was not possible before CD begun but it is possible now?
- 21. Coaching with Compassion Creating a shared vision for coaching and using that to drive the transformation
- 22. Questions???
- 23. Work-life balance improved, team openness about task Even though we spent lot of time in trainings/meetings – could see wonderful outcome of those meetings in terms for team collaboration, team spirit, shared responsibility etc Shared responsibilities (working as a team) Shared responsibility. Now everybody is part of management activities like planning, grooming etc Story selection, task breakup & sub- task creation etc entire this process will be taken care by some X person. But it is possible by the team also. I am really seeing the great difference between before & after CD in the Team. Life Became easy because the process being followed by CD is great like (Grooming, Planning , Task slicing, T- shirt sizing ), And able to give almost exact estimation for the task Right Estimation Team sharing Openly about their concerns or issues Team Happiness, Opening up on issues, Shared Responsibility Trust; I had feeling that this process may come and go like any other process but team management hierarchy would remain same. I have not expected that management can have TRUST on team on their delivery capability. I may take some more time to go with this point Thank You!!! shivakrishnan_2000@yahoo.com
Editor's Notes
- People only change when they truly want to change—and these proposed changes must be important to the long-term vision of their lives in order for them to sustain the energy for the effort.
- The Agile Transformation is co-owned by all the Stakeholders At any point of time, all the stakeholders should share the same view of the Transformation – Progress, Risks and Issues
- The key appears to be, so far in our research, that you need to: (1) arouse the PEA first; and (2) arouse the PEA sufficiently such that it is about three to six times more frequent in the discussions than the NEA.
- In coaching for compassion, we move a person into Positive Emotional Attractor (PEA) by initiating dialogues about hope, compassion, mindfulness, or even playfulness. On the other hand, coaching for compliance is consciously or unconsciously leading someone over to Negative Emotional Attractor (NEA) and this occurs when we tell someone what to do, how to do things, and how to feel. In short, coaching for compliance begins with the assumption that something is not right and therefore is in need of “fixing”. Coaching others with compassion, that is, toward the Positive Emotional Attractor, appears to activate neural systems that help a person open themselves to new possibilities– to learn and adapt. Meanwhile, the more typical coaching of others to change in imposed ways (i.e., trying to get them to conform to the views of the boss) may create an arousal of the SNS and puts the person in a defensive posture. This moves a person toward the Negative Emotional Attractor and to being more closed to possibilities. ). When coaches emphasize positive emotional attractors, they demonstrate compassion towards the hopes and dreams of individuals In contrast, when coaches adopt a negative emotional attractor, they focus attention on how the limitations of individuals could impede their capacity to fulfill prescribed criteria or standards.