The document outlines a 4-step process for business transformation that focuses on leadership, engagement, alignment, and implementation. The process aims to help leadership achieve their vision by understanding the existing organizational culture and identifying statistically calculated action steps. It emphasizes that engagement alone is not enough and that people must also be aligned to organizational goals through factors like trust, growth opportunities, and leadership. The final step of implementation involves breaking inertia, re-energizing people, and providing analysis, training, coaching, and reporting to successfully transform the organization.
Teamwork involves people working together towards common goals. It divides tasks to double success. Effective teams establish goals and roles, coordinate activities, and use technologies like planning and communication. Teams develop over time from forming to storming to norming and high performance. Organizations should reward collaboration, provide training, and celebrate successes to develop a culture that values teamwork.
Self-organizing teams are a core principle of agile software development where development teams are structured and empowered to organize and manage their own work. This results in improved team performance through motivation, collaboration, planning and focus. For optimal results, teams must be skilled, motivated individuals working in an environment with trust, empowerment and support from the organization. Management provides constraints rather than directly managing people.
Learning & Development - Shifting From Normal to the New NormalRoshan Thiran
In this presentation, Roshan Thiran shares his insights on how the Learning, Development and Engagement functions in organisations are changing. He also shares insights on how HR and Learning professionals can adapt to these changes by leveraging technology and being transformation focused
This 4-day leadership development workshop focuses on fundamental leadership skills for front-line and mid-level leaders. The program addresses critical concepts like motivating teams, effective communication, and managing performance. It is divided into four focus areas: work unit performance, interpersonal skills, leading and managing others, and building high-performance teams. The workshop uses lectures, activities, group discussions and applications to help leaders strengthen their abilities in areas such as setting goals, addressing problems, and adapting their leadership style to different situations and employees.
This document discusses 11 steps for high-performing teams: 1) Purpose 2) Vision 3) Values 4) DNA 5) Strategic Drivers 6) Roadmap 7) Objectives 8) Visual Management 9) Operating Rhythm 10) Continuous Improvement 11) Metrics. It provides details on each step and emphasizes the importance of alignment, direction, rhythm and review for teams to perform at their best. Examples are given for how different organizations have implemented various steps like visual management and continuous improvement.
The document discusses how adopting Agile practices has changed HR work at Titansoft. It outlines 3 key changes: 1) Creating a more engaging company culture focused on feedback, transparency, and continuous learning. 2) Implementing non-traditional HR practices like salary transparency, flexible work hours, and self-managed teams. 3) Applying Agile concepts like minimal planning, feedback loops, and retrospectives to HR projects and processes. The changes helped improve employee engagement and retention while reducing individual manager workloads.
The document describes a leadership transformation program through the Care and Growth Model. The program includes four phases - Plan, Assessment, Implementation, and Sustain. In the Plan phase, the context is established and approach, timeline, and costs are defined. The Assessment phase involves 360-degree feedback, individual sessions, and identifying development areas. The Implementation phase covers workshops on the Care and Growth modules and coaching. The Sustain phase utilizes online learning and coaching to maintain the changes.
The document outlines a 4-step process for business transformation that focuses on leadership, engagement, alignment, and implementation. The process aims to help leadership achieve their vision by understanding the existing organizational culture and identifying statistically calculated action steps. It emphasizes that engagement alone is not enough and that people must also be aligned to organizational goals through factors like trust, growth opportunities, and leadership. The final step of implementation involves breaking inertia, re-energizing people, and providing analysis, training, coaching, and reporting to successfully transform the organization.
Teamwork involves people working together towards common goals. It divides tasks to double success. Effective teams establish goals and roles, coordinate activities, and use technologies like planning and communication. Teams develop over time from forming to storming to norming and high performance. Organizations should reward collaboration, provide training, and celebrate successes to develop a culture that values teamwork.
Self-organizing teams are a core principle of agile software development where development teams are structured and empowered to organize and manage their own work. This results in improved team performance through motivation, collaboration, planning and focus. For optimal results, teams must be skilled, motivated individuals working in an environment with trust, empowerment and support from the organization. Management provides constraints rather than directly managing people.
Learning & Development - Shifting From Normal to the New NormalRoshan Thiran
In this presentation, Roshan Thiran shares his insights on how the Learning, Development and Engagement functions in organisations are changing. He also shares insights on how HR and Learning professionals can adapt to these changes by leveraging technology and being transformation focused
This 4-day leadership development workshop focuses on fundamental leadership skills for front-line and mid-level leaders. The program addresses critical concepts like motivating teams, effective communication, and managing performance. It is divided into four focus areas: work unit performance, interpersonal skills, leading and managing others, and building high-performance teams. The workshop uses lectures, activities, group discussions and applications to help leaders strengthen their abilities in areas such as setting goals, addressing problems, and adapting their leadership style to different situations and employees.
This document discusses 11 steps for high-performing teams: 1) Purpose 2) Vision 3) Values 4) DNA 5) Strategic Drivers 6) Roadmap 7) Objectives 8) Visual Management 9) Operating Rhythm 10) Continuous Improvement 11) Metrics. It provides details on each step and emphasizes the importance of alignment, direction, rhythm and review for teams to perform at their best. Examples are given for how different organizations have implemented various steps like visual management and continuous improvement.
The document discusses how adopting Agile practices has changed HR work at Titansoft. It outlines 3 key changes: 1) Creating a more engaging company culture focused on feedback, transparency, and continuous learning. 2) Implementing non-traditional HR practices like salary transparency, flexible work hours, and self-managed teams. 3) Applying Agile concepts like minimal planning, feedback loops, and retrospectives to HR projects and processes. The changes helped improve employee engagement and retention while reducing individual manager workloads.
The document describes a leadership transformation program through the Care and Growth Model. The program includes four phases - Plan, Assessment, Implementation, and Sustain. In the Plan phase, the context is established and approach, timeline, and costs are defined. The Assessment phase involves 360-degree feedback, individual sessions, and identifying development areas. The Implementation phase covers workshops on the Care and Growth modules and coaching. The Sustain phase utilizes online learning and coaching to maintain the changes.
The document discusses the business of agile coaching. It defines an agile coach as someone with expert knowledge in agile software development practices who applies coaching skills and mindset to help organizations improve through adopting agile principles. There are different business models for agile coaches, including full-time internal roles or working independently. Compensation ranges widely from less than $50,000 to over $300,000 annually depending on experience and role. Finding work involves networking, working with prior clients, contributing to the community, and various forms of advertising and outreach. Certifications in coaching and agile help strengthen credentials.
This document outlines the content of a Flight Leader course, including definitions of leadership, characteristics of good leaders, expectations of team leaders and members, and assignments. Leadership is defined as influencing others to accomplish objectives and direct the organization cohesively. Good leaders have qualities like a strong work ethic, good communication, and the ability to delegate responsibilities. The document discusses the importance of trust, cooperation, and shared goals for effective teams. Students will be assigned roles and responsibilities, journaling, and self-learning through online research.
McKinney Rogers is a global consulting firm that partners with clients to increase business performance through executing strategy, organizational development, performance reporting, and integrating strategy, processes, people, and technology. They use a methodology called Mission Leadership which provides clarity, alignment, and a framework for teams to achieve goals through leadership behaviors, rigorous performance management, and decision making. McKinney Rogers has worked with large global clients across various industries.
Wilderness Ventures offers outdoor adventure programs designed to develop leadership skills in youth through extended wilderness experiences where students play a greater role in decision making. Developing leadership skills as a teen can help prepare for adult challenges and is valuable for college admissions and careers, as surveys show leadership is lacking in new graduates and hires. Experts believe practicing skills like listening and communication can help anyone become an effective leader.
This document advertises an online webinar about leadership performance. It discusses how effective leaders are in high demand due to economic challenges but many people fail as leaders because they lack necessary personality traits or behaviors. The webinar will help participants discover ways to perform effectively as leaders, gain insight into their leadership capabilities, and understand the relationship between non-technical skills and leadership performance. Participants will complete online assessments before the webinar and receive a personalized report to use during the interactive session.
The Essential Ingredients of a Leadership Development CurriculumCMOE
The document discusses elements that should be included in leadership development programs and workshops. It recommends 10 essential elements: breaking the ice, holding up a mirror, sharing a practical framework, facilitating "a-ha" moments, taking a test drive, providing quantitative feedback, more practice, tools and tips, knowledge transfer planning, and closing thoughts. It then provides more details about each element and CMOE's approach to customizing leadership development solutions for clients.
This document discusses various ways to develop leadership skills. It emphasizes that leadership skills are developed through frequent practice in a safe environment with clear objectives and constructive feedback. Some specific suggestions made include practicing leadership skills at Toastmasters, developing confidence and communication abilities, taking on both traditional and emerging leadership roles, and having a purposeful approach with support structures in place. The document also references additional resources on developing teacher leadership.
The document discusses the value of hiring an agile coach. It defines an agile coach as someone with expert knowledge of agile software development practices who can help individuals and organizations improve through coaching rather than just consulting. Coaches provide deep knowledge, experience, an impartial perspective, and access to resources. They focus on learning and relationships rather than just training. While coaches require an investment, the payoff can be high since helping teams improve their agility through coaching can significantly increase a project's profitability within a few sprints. Therefore, hiring an agile coach can help organizations adopt agile practices more smoothly and sustainably achieve greater agility.
This document discusses various ways to develop leadership skills. It recommends practicing leadership frequently in a safe environment with clear objectives and feedback. Developing confidence through demonstrated capability and strong communication to build trust with others are key leadership skills. It also suggests teachers can develop leadership skills by taking on both traditional and emerging roles through hands-on experience and working as part of collaborative teams with shared visions and leadership development programs.
The document provides tips for developing leadership skills through practice and experience. It emphasizes that leadership skills are best developed in a safe environment with clear objectives and constructive feedback. Regular practice and feedback help build confidence and communication skills, which are important for career success. Developing leadership also requires teachers to take on both formal and informal roles through experience. A supportive culture of collaboration and leadership development programs can help teachers expand their leadership skills.
This document summarizes a community of practice focused on team, group, and organization coaching that meets monthly. It discusses topics covered like defining team coaching, the role of a team coach, and dynamics between individuals, teams, and larger organizations. It also provides information on staying connected through subscribing to emails, joining LinkedIn and Facebook groups, accessing past webinar recordings, and receiving continuing coach education units for attending events.
Leadership ad Alto Livello 2. La Griglia di Gestione della LeadershipManager.it
This document discusses traits of effective leaders and leadership models. It describes Blake and Mouton's Managerial Grid, which evaluates leaders based on their concern for tasks and people. The ideal style is team management, with high concern for both. Other styles include country club management, task management, and impoverished management. The document also lists elements of high performing leaders such as vision creation, team building, and motivating staff.
InsideOut Coaching provides manager-as-coach training and tools to help employees improve performance from within and achieve better business results. The training teaches a paradigm that focuses on helping people apply existing knowledge rather than just adding more knowledge. Direct reports of effective coaches using InsideOut's process of training, application, and measurement outperform those of ineffective coaches by 25%. The process introduces practical coaching tools like the GROW model to guide on-the-job discussions. Clients experience faster and more amazing results by building a coaching culture with InsideOut's scalable and sustainable training.
The Center for Executive Education at Belmont University Overview PresentationGene Mage
An overview of the services of the Center for Executive Education at Belmont University. Leadership Development, Workshops, Executive Learning Networks, Executive Coaching, and much more.
An agile coach focuses on serving others and helping individuals, teams, and organizations effectively deal with challenges and envision their goals. As a go-giver, an agile coach puts others' interests first. An agile coach also has a go-getter side and helps individuals and teams implement the best ways to achieve their goals. An agile coach is guided by being a servant leader, modest, attentive, respectful, resilient, and trustworthy.
This document provides an overview of the Everything DiSC Work of Leaders program, which is a classroom training program that uses online pre-work, video, and follow-up to create a personalized learning experience about vision, alignment, and execution for leaders. It focuses on helping leaders understand their own leadership behaviors and how to be more effective by stimulating discussions about how to approach each step of their work. The program provides leaders with personalized tips and strategies as well as case studies to apply their learning.
An overview of the Forton Group: who we are; what we do; our approach to leadership development and how we deliver leadership excellence through research, consulting, coaching and facilitation services
Coni Judge is an executive coach who works with senior leaders, especially introverted women, to help them communicate effectively, project confidence, and achieve personal and professional goals. She also consults with large companies undergoing change to engage employees, drive performance, and motivate behavior change. Judge is a speaker and author of books on topics like self-esteem, executive presence, and building positive organizational culture.
This document summarizes a presentation on coaching with presence. It defines coaching as a relationship where one person supports the long-term development of another. It discusses tools coaches use like questions, models, and frameworks. Coaches apply these tools through observation, allowing clients to make their own choices and actions. The document emphasizes developing mindfulness and presence through paying attention in moments. It provides exercises to develop physical awareness and outlines how presence benefits both coaches and their clients.
This is a presentation on the current state of Agile Coaching as a profession. It was used to illustrate the difference between consulting and coaching and list coaching competencies as well as Agile special focus areas. It graphically describes a possible career growth path using two complementary views. Included are lists of educational resources - tools, courses and books.
The document discusses the business of agile coaching. It defines an agile coach as someone with expert knowledge in agile software development practices who applies coaching skills and mindset to help organizations improve through adopting agile principles. There are different business models for agile coaches, including full-time internal roles or working independently. Compensation ranges widely from less than $50,000 to over $300,000 annually depending on experience and role. Finding work involves networking, working with prior clients, contributing to the community, and various forms of advertising and outreach. Certifications in coaching and agile help strengthen credentials.
This document outlines the content of a Flight Leader course, including definitions of leadership, characteristics of good leaders, expectations of team leaders and members, and assignments. Leadership is defined as influencing others to accomplish objectives and direct the organization cohesively. Good leaders have qualities like a strong work ethic, good communication, and the ability to delegate responsibilities. The document discusses the importance of trust, cooperation, and shared goals for effective teams. Students will be assigned roles and responsibilities, journaling, and self-learning through online research.
McKinney Rogers is a global consulting firm that partners with clients to increase business performance through executing strategy, organizational development, performance reporting, and integrating strategy, processes, people, and technology. They use a methodology called Mission Leadership which provides clarity, alignment, and a framework for teams to achieve goals through leadership behaviors, rigorous performance management, and decision making. McKinney Rogers has worked with large global clients across various industries.
Wilderness Ventures offers outdoor adventure programs designed to develop leadership skills in youth through extended wilderness experiences where students play a greater role in decision making. Developing leadership skills as a teen can help prepare for adult challenges and is valuable for college admissions and careers, as surveys show leadership is lacking in new graduates and hires. Experts believe practicing skills like listening and communication can help anyone become an effective leader.
This document advertises an online webinar about leadership performance. It discusses how effective leaders are in high demand due to economic challenges but many people fail as leaders because they lack necessary personality traits or behaviors. The webinar will help participants discover ways to perform effectively as leaders, gain insight into their leadership capabilities, and understand the relationship between non-technical skills and leadership performance. Participants will complete online assessments before the webinar and receive a personalized report to use during the interactive session.
The Essential Ingredients of a Leadership Development CurriculumCMOE
The document discusses elements that should be included in leadership development programs and workshops. It recommends 10 essential elements: breaking the ice, holding up a mirror, sharing a practical framework, facilitating "a-ha" moments, taking a test drive, providing quantitative feedback, more practice, tools and tips, knowledge transfer planning, and closing thoughts. It then provides more details about each element and CMOE's approach to customizing leadership development solutions for clients.
This document discusses various ways to develop leadership skills. It emphasizes that leadership skills are developed through frequent practice in a safe environment with clear objectives and constructive feedback. Some specific suggestions made include practicing leadership skills at Toastmasters, developing confidence and communication abilities, taking on both traditional and emerging leadership roles, and having a purposeful approach with support structures in place. The document also references additional resources on developing teacher leadership.
The document discusses the value of hiring an agile coach. It defines an agile coach as someone with expert knowledge of agile software development practices who can help individuals and organizations improve through coaching rather than just consulting. Coaches provide deep knowledge, experience, an impartial perspective, and access to resources. They focus on learning and relationships rather than just training. While coaches require an investment, the payoff can be high since helping teams improve their agility through coaching can significantly increase a project's profitability within a few sprints. Therefore, hiring an agile coach can help organizations adopt agile practices more smoothly and sustainably achieve greater agility.
This document discusses various ways to develop leadership skills. It recommends practicing leadership frequently in a safe environment with clear objectives and feedback. Developing confidence through demonstrated capability and strong communication to build trust with others are key leadership skills. It also suggests teachers can develop leadership skills by taking on both traditional and emerging roles through hands-on experience and working as part of collaborative teams with shared visions and leadership development programs.
The document provides tips for developing leadership skills through practice and experience. It emphasizes that leadership skills are best developed in a safe environment with clear objectives and constructive feedback. Regular practice and feedback help build confidence and communication skills, which are important for career success. Developing leadership also requires teachers to take on both formal and informal roles through experience. A supportive culture of collaboration and leadership development programs can help teachers expand their leadership skills.
This document summarizes a community of practice focused on team, group, and organization coaching that meets monthly. It discusses topics covered like defining team coaching, the role of a team coach, and dynamics between individuals, teams, and larger organizations. It also provides information on staying connected through subscribing to emails, joining LinkedIn and Facebook groups, accessing past webinar recordings, and receiving continuing coach education units for attending events.
Leadership ad Alto Livello 2. La Griglia di Gestione della LeadershipManager.it
This document discusses traits of effective leaders and leadership models. It describes Blake and Mouton's Managerial Grid, which evaluates leaders based on their concern for tasks and people. The ideal style is team management, with high concern for both. Other styles include country club management, task management, and impoverished management. The document also lists elements of high performing leaders such as vision creation, team building, and motivating staff.
InsideOut Coaching provides manager-as-coach training and tools to help employees improve performance from within and achieve better business results. The training teaches a paradigm that focuses on helping people apply existing knowledge rather than just adding more knowledge. Direct reports of effective coaches using InsideOut's process of training, application, and measurement outperform those of ineffective coaches by 25%. The process introduces practical coaching tools like the GROW model to guide on-the-job discussions. Clients experience faster and more amazing results by building a coaching culture with InsideOut's scalable and sustainable training.
The Center for Executive Education at Belmont University Overview PresentationGene Mage
An overview of the services of the Center for Executive Education at Belmont University. Leadership Development, Workshops, Executive Learning Networks, Executive Coaching, and much more.
An agile coach focuses on serving others and helping individuals, teams, and organizations effectively deal with challenges and envision their goals. As a go-giver, an agile coach puts others' interests first. An agile coach also has a go-getter side and helps individuals and teams implement the best ways to achieve their goals. An agile coach is guided by being a servant leader, modest, attentive, respectful, resilient, and trustworthy.
This document provides an overview of the Everything DiSC Work of Leaders program, which is a classroom training program that uses online pre-work, video, and follow-up to create a personalized learning experience about vision, alignment, and execution for leaders. It focuses on helping leaders understand their own leadership behaviors and how to be more effective by stimulating discussions about how to approach each step of their work. The program provides leaders with personalized tips and strategies as well as case studies to apply their learning.
An overview of the Forton Group: who we are; what we do; our approach to leadership development and how we deliver leadership excellence through research, consulting, coaching and facilitation services
Coni Judge is an executive coach who works with senior leaders, especially introverted women, to help them communicate effectively, project confidence, and achieve personal and professional goals. She also consults with large companies undergoing change to engage employees, drive performance, and motivate behavior change. Judge is a speaker and author of books on topics like self-esteem, executive presence, and building positive organizational culture.
This document summarizes a presentation on coaching with presence. It defines coaching as a relationship where one person supports the long-term development of another. It discusses tools coaches use like questions, models, and frameworks. Coaches apply these tools through observation, allowing clients to make their own choices and actions. The document emphasizes developing mindfulness and presence through paying attention in moments. It provides exercises to develop physical awareness and outlines how presence benefits both coaches and their clients.
This is a presentation on the current state of Agile Coaching as a profession. It was used to illustrate the difference between consulting and coaching and list coaching competencies as well as Agile special focus areas. It graphically describes a possible career growth path using two complementary views. Included are lists of educational resources - tools, courses and books.
Company Profile PT Leadership Resources Indonesia.pdfEval Wari, PCC
Leadership Resources Indonesia is an Indonesian professional services firm incorporated in 2012 that dedicated to deliver lasting impact result to its client.
Our Services focused on Leadership Development, Productivity, Strategy Execution, Corporate Culture and Human Capital Solution through training, coaching and consulting with comprehensive analysis of client’s needs and customized program for rapid implementation to achieve sustainable goals for clients.
We provide content, tools, methodology, training and thought leadership, all based on a foundation of unshakeable principles and proven practices. Our ultimate aim is to deliver not just incremental, but transformational results.
Inkarnate Corporate and executive coaching offeringbalideep
The document provides an introduction to coaching, outlining its core offerings in business, life, and executive coaching. It discusses coaching as a collaborative process that focuses on learning, change, and transformation through asking questions rather than providing answers. The benefits of coaching include unlocking potential, overcoming limitations, and achieving personal and professional mastery. Building a coaching culture in organizations can develop coaching abilities in managers, encourage learning and feedback, and create a more flexible and engaged work environment.
World of Learning: Coaching to embed learning & unleash a collaborative culture by Kate Cooper MBA, BSc, MEd, FInstLM, Senior Advisor: Leadership & Management Development at the Institute of Leadership & Management (ILM)
The 8 Stances of a Transformational LeaderMatthew Philip
The document outlines eight stances that a transformational leader can take to enable high performance in people, teams, and organizations. The eight stances are: 1) Organizational Refactorer to reduce accidental complexity, 2) Strategy Deployer to foster a leader-leader culture, 3) Anzeneer to make safety a prerequisite, 4) Environmentalist with a passion for "terroir", 5) Coach to enable others over doing work themselves, 6) Experience Designer to design for engagement, 7) Experiment Curator to foster a learning culture, and 8) Flow Manager to optimize the whole system. Taking these stances is aimed at reducing friction, fostering learning, creating aligned autonomy, and improving organizational
The ELITE Process is Pinnacle Management Group's leadership development program that uses assessments, training courses, coaching, and follow-up activities to improve individual and team performance. The process begins with diagnostic assessments of leadership skills and team dynamics. Participants then attend the flagship Team Centered Leadership training to learn communication and engagement techniques. Additional courses, coaching, and evaluations reinforce the lessons to ensure knowledge transfer. The customized program is designed to maximize return on investment and organizational excellence.
CV Andreas Prins Organisation Transformation CoachAndreas Prins
Andreas is an organizational transformation coach with experience driving Agile transformations at various levels within organizations. He has developed a model called Deep Organizational Transformation (D.O.T.) to guide organizational transformations. As a coach and manager, Andreas has experience guiding management teams, coaching DevOps teams, and facilitating improvements through practices like visual planning, improvement katas, and establishing continuous delivery pipelines.
Reinvent Performance Management-Build an Agile Coaching Culture V2ICC_ktlDr. Karyn Trader-Leigh
The document discusses the need for continuous learning and development in volatile, uncertain, complex, and ambiguous (VUCA) environments. It argues that traditional performance management and annual performance appraisals are no longer effective and instead, organizations should focus on building a coaching culture where managers use coaching skills to provide frequent feedback and development. An organizational coaching continuum is proposed that includes team, project, and employee engagement coaching. Building a coaching culture requires training managers in performance coaching to create high-performance work environments where employees can grow and develop.
A coaching culture is defined as one where coaching is the predominant style of managing and working together, with a commitment to growing both the organization and its people. Organizations develop coaching cultures to focus on high performance, engage employees, and continuously develop skills at all levels. Key attributes include integrating coaching into policies, demonstrating commitment from senior leaders who coach others and receive feedback on their coaching skills, and permeating coaching principles throughout all relationships. While no organization has fully attained a coaching culture, frameworks exist to assess stages of development and guide organizations seeking to introduce or further develop their coaching culture.
Training and development are important for organizations to improve employee skills and performance. Training involves teaching employees specific skills for their jobs, while development helps employees grow in their roles and prepares them for advancement. Effective training and development programs can be evaluated through measuring trainee reactions, learning outcomes, behavioral changes, and impacts on organizational effectiveness such as improved productivity and reduced costs. Common types of training include classroom instruction, on-the-job training, and apprenticeships, while development may involve varied work experiences or formal education.
A Coaching Culture Blueprint to Restore Organizational Health and Performance...HR Network marcus evans
Presentation delivered by Marguerite Samms, MN, CPT, ACC, Executive Director Leadership Institute and Transformation Center, Intermountain Healthcare at the marcus evans Corporate Learning & Talent Development Summit 2018 in Palm Beach FL.
Why are Quality Leadership Training Courses Important?Infopro Learning
Several organizations lack effective leadership. Without effective leadership training courses, the situation is expected to become tougher. Many leaders are expected to retire while millennial employees don’t feel prepared to take on leadership roles. Let us look at some reasons why leadership development is critical.
The document discusses transformation leadership and organizational change. It provides an overview of the company's approach, which includes aligning individuals and teams to the organizational culture and vision through workshops, coaching, and other interventions. It also outlines challenges to transformation initiatives and the company's methods for addressing people issues and resistance to change.
This document provides an overview of executive coaching and its benefits. It discusses the business case for coaching, highlighting quotes about how coaching unlocks potential and improves performance. Coaching is defined as partnering with clients to help them maximize their potential. Common reasons companies offer coaching include developing leaders, facilitating transitions, and addressing derailing behaviors. Research shows coaching leads to better business results and higher returns on investment. Critical success factors include the right coach-coachee match and allowing sufficient time to develop new behaviors. The document concludes by introducing Beacon, an executive coaching firm that focuses on unlocking potential through a strengths-based approach.
The document summarizes Think Talent Services' NEWS coaching framework, which is based on over 25 years of international experience. The NEWS model focuses on three generations of coaching: individual development, strategic-level benefits, and the coach's own learning. It uses a compass-based model (N.E.W.S.) addressing direction, motivation, planning/execution, and limitations. Think Talent offers various coaching products and solutions in India applying this framework, including workshops, executive coaching, and organizational coaching culture development. Benefits include a systematic and reproducible navigation process, clear results and roadmaps, and deployment of coaching at large scale.
dr Agata Dulnik - Supporting leadership effectiveness during times of rapid o...Certes
The document summarizes a presentation given by Agata Dulnik at the Global WIAL conference in Warsaw on October 19th. The presentation covered the following topics:
1. An introduction to Accenture, a leading professional services company, outlining its businesses, revenues, and global footprint.
2. A discussion of mergers and acquisitions activity, shifting focus from scale to strategic value through complementary deals and concurrent transformation.
3. Accenture's view of the future workforce, which will value judgment work through enabling multi-skilled workers, breaking hierarchies, and engaging in the digital race.
This document provides an overview of coaching and mentoring approaches for managers and executive teams. It discusses implementing organization strategy and sustaining business performance through optimal people engagement. The approach is based on over 10 years of experience coaching over 100 managers and mentoring 20 management teams. Business mentoring and executive/team coaching are the two approaches covered. Business mentoring involves supporting strategy execution, while executive coaching enhances leadership skills and team coaching improves team effectiveness. The methodology involves assessment, setting goals, implementation, and evaluation of impact on both business results and intangible outcomes.
The document outlines the agenda for a two-day leadership training program focused on leading in a disruption era. Day 1 covers management principles, rethinking leadership for the digital age, enhancing creativity, and employee performance and satisfaction. Day 2 focuses on leading change, influence and persuasion, team development, and conflict management. Each session includes learning activities like group discussions and strategy development exercises. The training aims to help participants effectively lead organizations through digital disruption.
Similar to Introduction to Agile Coaching - Fernando Barrancos (20)
Impact of Effective Performance Appraisal Systems on Employee Motivation and ...Dr. Nazrul Islam
Healthy economic development requires properly managing the banking industry of any
country. Along with state-owned banks, private banks play a critical role in the country's economy.
Managers in all types of banks now confront the same challenge: how to get the utmost output from
their employees. Therefore, Performance appraisal appears to be inevitable since it set the
standard for comparing actual performance to established objectives and recommending practical
solutions that help the organization achieve sustainable growth. Therefore, the purpose of this
research is to determine the effect of performance appraisal on employee motivation and retention.
Ganpati Kumar Choudhary Indian Ethos PPT.pptx, The Dilemma of Green Energy Corporation
Green Energy Corporation, a leading renewable energy company, faces a dilemma: balancing profitability and sustainability. Pressure to scale rapidly has led to ethical concerns, as the company's commitment to sustainable practices is tested by the need to satisfy shareholders and maintain a competitive edge.
12 steps to transform your organization into the agile org you deservePierre E. NEIS
During an organizational transformation, the shift is from the previous state to an improved one. In the realm of agility, I emphasize the significance of identifying polarities. This approach helps establish a clear understanding of your objectives. I have outlined 12 incremental actions to delineate your organizational strategy.
A team is a group of individuals, all working together for a common purpose. This Ppt derives a detail information on team building process and ats type with effective example by Tuckmans Model. it also describes about team issues and effective team work. Unclear Roles and Responsibilities of teams as well as individuals.
Originally presented at XP2024 Bolzano
While agile has entered the post-mainstream age, possibly losing its mojo along the way, the rise of remote working is dealing a more severe blow than its industrialization.
In this talk we'll have a look to the cumulative effect of the constraints of a remote working environment and of the common countermeasures.
A presentation on mastering key management concepts across projects, products, programs, and portfolios. Whether you're an aspiring manager or looking to enhance your skills, this session will provide you with the knowledge and tools to succeed in various management roles. Learn about the distinct lifecycles, methodologies, and essential skillsets needed to thrive in today's dynamic business environment.
Colby Hobson: Residential Construction Leader Building a Solid Reputation Thr...dsnow9802
Colby Hobson stands out as a dynamic leader in the residential construction industry. With a solid reputation built on his exceptional communication and presentation skills, Colby has proven himself to be an excellent team player, fostering a collaborative and efficient work environment.
Designing and Sustaining Large-Scale Value-Centered Agile Ecosystems (powered...Alexey Krivitsky
Is Agile dead? It depends on what you mean by 'Agile'. If you mean that the organizations are not getting the promised benefits because they were focusing too much on the team-level agile "ways of working" instead of systemic global improvements -- then we are in agreement. It is a misunderstanding of Agility that led us down a dead-end. At Org Topologies, we see bright sparks -- the signs of the 'second wave of Agile' as we call it. The emphasis is shifting towards both in-team and inter-team collaboration. Away from false dichotomies. Both: team autonomy and shared broad product ownership are required to sustain true result-oriented organizational agility. Org Topologies is a package offering a visual language plus thinking tools required to communicate org development direction and can be used to help design and then sustain org change aiming at higher organizational archetypes.
4. “A Scrum Master who takes
teams beyond getting agile
practices up and running into
their deliberate and joyful
pursuit of high performance
is an agile coach”
5. Agile Coaching Competency Framework
Agile-Lean Practitioner
Broad, relevant, practice-based
knowledge in the depth of Agile
frameworks and Lean principles
Professional
Coaching
Helping people make the mindset
shifts needed to achieve high
performance.
A neutral process holder who
guides groups through processes
Facilitation
Sharing knowledge, skills &
perspectives that foster the
professional growth of someone
Mentoring
Teaching
Instructing others in specific
knowledge, skills and perspective
Software
craftsperson
Technical
Mastery
Business-value-
driven innovation
and product
development
Business
Mastery
Organizational
development and
change catalyst
Transformation
Mastery
http://www.agilecoachinginstitute.com/
6. Coaching
Partnering with clients in a
thought-provoking and creative
process that inspires them to
maximize their personal and
professional potential
International Coaching Federation
8. "It takes courage to ask a question rather than offer up advice,
provide an answer or unleash a solution.
Giving another person the opportunity to find their own way,
make their own mistakes, and create their own wisdom is both
brave and vulnerable. It can also mean unlearning our 'fix it'
habits.“
Brene Brown
9. "Learn to recognize the moment when you ask the
question and there's a pause, a heartbeat of
silence when you can see the person actually
thinking and figuring out the answer. You can
almost see new neural connections being made.“
Michael Bungay Stanier
10. Impact of
Coaching
Control Group
(Training)
Study Group
(Training
+Coaching)
Olivero G., Bane K. D., Kopelman R. E. (1997). Executive coaching as a transfer of training tool:
effects on productivity in a public agency. Public Pers. Manage. 26 461–469.
11. What do Agile
Coaches Do at
Already Agile
Organizations?
(Spotify)
• Agile Coaches are primarily
accountable for driving the continuous
improvement of team-based delivery
of value.
• Establishing & reinforcing simple
principles
• Making the unseen visible
• Increasing context sensitivity
• Boosting & supporting other leaders
• Observing & influencing group
dynamics
• Facilitating & encouraging
constructive dialogue
Bäcklander G. Doing Complexity Leadership Theory: How agile coaches at Spotify practice
enabling leadership. Creat Innov Manag. 2019;28:42–60.
https://doi.org/10.1111/caim.12303
12. “What makes a
good Agile Coach is
the ability to
impact the system
of work and
improve it. ”
https://zenexmachina.com/what-makes-a-good-agile-coach-building-your-agile-capability-part-i/
13. Thank you!
Fernando M. Barrancos
Principal Agile Coach and Trainer
Certified Professional Coach
CSP, CSM, CSPO, SPC5
ICP-ACC, ICP-ATF
Fernando@Agillium.com
www.linkedin.com/in/barrancos
“To overcome our challenges, all that is required is the
courage to ask for help.”
Simon Sinek.
14. Further
Reading
• Agile Coaching
• Basic: https://damonpoole.blogspot.com/2018/11/agile-
coach-basics-online-mini-book.html
• https://www.rosettatg.com/blogtoon/2018/3/27/agile-
coaching-competencies
• Intermediate: Coaching Agile Teams: A Companion for
ScrumMasters, Agile Coaches, and Project Managers in
Transition – by Lyssa Adkins
• Advanced: Evolvagility. Growing an Agile Leadership Culture
from the Inside Out. Michael Hamman.
• Coaching:
• Co-Active Coaching. Henry Kimsey-house, Karen Kimsey-
House, et alt.
15. Agile Coaching -
Success Indicators
• Teams are engaging in:
• effective processes, frameworks,
tools, and behaviors
• using qualitative and quantitative
measurements to continuously
improve
• Teams are measurably improving:
• Choosing the right things to work on
• Aligning and coordinating efforts
• Delivery outcomes (impact, timelines,
quality, health)
Agile Coaching @ Spotify - https://www.infoq.com/presentations/spotify-agile-coaches/
Editor's Notes
I’m pretty sure we have several coaches in the audience, if you can find the “hands up” icon next to the participant list in zoom, raise your virtual hands if you are an Agile Coach, or if you have worked with one…
and many others have been in contact with coaches at your organizations. The Agile Coach, however, is not a role that has been formally defined in most of the Agile Frameworks (with a few exceptions), and the title could mean different things in different organizations. All of this creates a lot of confusion in the job marketplace.
I have seen job descriptions requesting Agile Coaches describing basically a Scrum Master’s function, and I’ve also seen Agile Coaching job descriptions requesting Agile Coaches that have never worked as a Scrum Master before.
Let’s explore this role …..
The Scrum Guide does not mention the role of an Agile Coach at all, but it does mention that the Scrum Master coaches teams and organizations. So…. Is the Scrum Master an Agile Coach?
How could he or she coach teams and organizations, if she is not a coach?
And then we have several other agile frameworks. Not every organization has a Scrum Master. There is not such a role in Kanban, at least I have never seen a job description for a Kanban Coach, but there is a Kanban Coaching Certification
XP does have an Agile Coach, but this role has been originally described as a Development Manager, someone who fires developers, and “Spotify” model, which in reality was just the way Spotify originally adopted agility more than ten years ago, and it was sold by consulting groups to other organizations as if it was an Agile Framewok……. They originally decided that Scrum was not working for some of their teams and renamed the Scrum Master title to Agile Coach, adding more to the confusion
Lyssa Adkins, after testing several frameworks with her teams, adopted the name “Agile Coach” to keeps all the options open. Should one agile framework be replaced by another, the more generic name will likely still be used in common conversation.
Professional Coaching
Guiding the creative process that inspires someone’s personal and professional potential by following their agenda rather than guiding by knowledge, opinion or influence
Lastly, there could be one specialization in a specific domain
An Agile Coach could be specialized for example in Agile Testing, or DevOps
What makes the person a coach instead of a technical consultant is the utilization of the competencies listed here
In its simplest form, coaching is about helping another person achieve their personal or professional goals.
As you can see here, there are many coaching skills and techniques. One of the most powerful is asking Empowering Questions
One of the most powerful skills is asking empowering questions. These are open ended questions that can help a person make a mindset shift, or just view a problem from a different angle. These questions activate the “right” brain, to create movement and increase awarenes
Michael Bungay is a executive coach, keynote speaker at Agile NYC, and his message was that one of the most difficult skills to become a Coach is to tame “the advice monster”, the natural impulse to give our opinion and advice, and this is specially hard to do for everyone in IT, as we built a career solving problems.
So why Coaching at all? One of the biggest studies on coaching effectiveness, tested two large groups of executives after leadership training. Both groups attended the same training, and were tested before the training, and after eight weeks.
We all know that Agile Coaches have a role during a transformation. I keep getting questions about what an agile coach does at an organization that is already Agile (Spotify). In Summary, the agile coach is accountable for making things better.
They do this by reinforcing principles, Increasing Transparency, Awareness (EQ), and removing blocks or impediments.
Bäcklander G. Doing complexitybleadership theory: How agile coaches at Spotify practice enabling leadership. Creat Innov Manag. 2019;28:42–60.
https://doi.org/10.1111/caim.12303
In summary, a good Agile Coach is empowered to make an impact in the organization and improve the way of work to increase organizational agility and value to all stakeholders.