What coaching stances can do for you in Kanban settings...

Slide #2016 Michael Mahlberg
Coaching Stances
How they can make a difference in Kanban settings
LKBX 2016
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Michael Mahlberg
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Slide #2016 Michael Mahlberg 3
Michael Mahlberg
2 Slide #2016 Michael Mahlberg 4
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Vienna
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1982
1985
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1989
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1990ies
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1990ies
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1990ies
Function
Process
Process
Elementary Process
Elementary Process
Elementary Process
Elementary Process
SUBJECT AREA 1
NTT1
NTT2
NTT-A
NTT-B
NTT-D
NTT-C
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~2000
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~2008
~2011
2008
P
olving
eadership
roblem
S
L

Back toTopic

Coaching Stances
How they can make a difference in Kanban settings
LKBX 2016
6

Caveat:
“All Models Are Wrong –
But Some Are Useful”
— George E. P. Box
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What Kind Of Coach?
8
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XP-Coach
Agile-Coach
Kanban-Coach
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…partnering with clients in a
thought-provoking and creative
process that inspires them to
maximize their personal and
professional potential.
Professional
Coaching

THE COACHING STANCE
• The solution lies within the
client
• Coach and client are at an
equal level (peers)
• The coach is not the one to
ﬁnd the solution
• The client is the expert for
them self
• The coach offers a container
without judgement
• Coach and client work with
with an open outcome
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WHAT OTHER
STANCES?
12
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THE STANCES OF THE
SPORTS COACH
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14
Sports analogies Inspired
by discussions with
Dan Brown
at the #KLR16

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STANCES OF THE SPORTS-COACH
Tell
Show
Teach
Sell
Train
Coach
15
(!)

TELL
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SHOW
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TEACH
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TRAIN
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SELL
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COACH (!)
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Back toTopic

ONE MORE THING
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TWO
S

COACHING STANCES
• Coaching ⩯ Professional Coaching
• THE coaching stance (solution lies within the client etc.)
• Coaching ⩯ Sports Coaching
• Several stances for the coach – One of them is similar to the
stance the coach assumes in Professional Coaching
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∆
INTERACTION STANCES
(INCLUDING COACHING)
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Consulting
Mentoring
Coaching
➙ Delta in knowledge
➙ Delta in experience
➙ Delta in process-mastery
(coaching-process)

Coaching Stances
How can they make a difference in
Kanban settings?
26
✓

PHASES OF “KANBAN INITIATIVES”
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Introducing Sustaining
A personal point of view

STATIK
Systems
Thinking
Approach
To
Introducing
Kanban
30
https://www.linkedin.com/pulse/statik-systems-thinking-approach-implementing-kanban-david-anderson

STATIK
• Understand what makes the service ﬁt for purpose for the customer
• Understand sources of dissatisfaction with the current system
• Analyze demand
• Analyze capability
• Model workﬂow
• Discover classes of service
• Design the Kanban system
• Socialize the design and negotiate implementation
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https://www.linkedin.com/pulse/statik-systems-thinking-approach-implementing-kanban-david-anderson

KANBAN PRACTICES
• Visualize
• Limit work in progress
• Manage ﬂow
• Make policies explicit
• Implement feedback loops
• Improve collaboratively, evolve experimentally
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STATIK-Step1
Understandwhatmakes
theserviceﬁtforpurpose
forthecustomer
STATIK-Step2
Understandsourcesof
dissatisfactionwiththe
currentsystem
STATIK-Step3
Analyzedemand
STATIK-Step4
Analyzecapability
STATIK-Step5
Modelworkﬂow
STATIK-Step6
Discoverclassesofservice
STATIK-Step7
Designthekanbansystem
STATIK-Step8
Socializethedesignand
negotiateimplementation
Consulting
Mentoring
Coaching

Introducing Kanban
Coaching
Consulting
Mentoring

Evolution
[of the underlying system(s)]

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STANCES OF THE SPORTS-COACH
Tell
Show
Teach
Sell
Train
Coach
39
(!)

EVOLVING KANBAN SYSTEMS
40
Tell Show Teach Sell Train Coach
Visualize X X X X X
Limit WIP X X X
Manage ﬂow X X X
Explicit policies X X X X
Feedback loops – X X X
Scientiﬁc method – X X X X

INTERNAL STANCE OF THE COACH
• For example:
• Co-active coaching (e.g. H. Kimsey-House et.al)
• Systemic coaching (e.g. P.W. Gester)
• Solution focused coaching (e.g. Steve de Shazer)
• Provocative coaching (e.g. Frank Farelly)
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AN EXAMPLE…
• What’s the optimal WIP-Limit?
• For what purpose (aka why) do you want to know the
optimal WIP-limit?
• How does the optimal WIP-limit affect the system?
• How would you recognize that you have found the optimal
WIP-limit
• Why should you need a WIP-limit at all?
42

INTERNAL STANCE OF THE COACH
TECHNIQUE OF THE COACH
• For example:
• Co-active coaching (e.g. H. Kimsey-House et.al.)
• Systemic coaching (e.g. P.W. Gester)
• Solution focused coaching (e.g. Steve de Shazer)
• Provocative coaching (e.g. Frank Farelly)
43

INFLICTING COACHING?
44

It’s not the coach who
gets the gold medal!
45
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COACHING AGREEMENT
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“It is only possible to coach a
client who wants to be coached”
Part of the coaching agreement is
the client’s commitment to work
on their deﬁned goals
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What Kind Of Coach?
48
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AGILE COACHING COMPETENCY
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Agile-Lean Practitioner Professional 
Coaching
Teaching
Mentoring
Technical
Mastery
Business
Mastery
Transformation
Mastery
Applies Agile practices,
lives Agile values Partnering with clients in a
creative process that inspires their
personal and professional potential (from ICF)
Facilitating
Source:
Agile Coaching Competency Model
http://agilecoachinginstitute.com/agile-coaching-resources/
Instructing others in
speciﬁc knowledge,
skills and perspective
Sharing knowledge, skills &
perspectives that foster the
personal and professional
growth of someone else
Technical expertise
as a software
craftsperson
Expert at
business-value-
driven innovation
and product
development
Expertise as an
organizational development
and change catalyst
A neutral process holder who guides groups
through processes that help them come
to solutions and make decisions

COACHING STANCES
Tell
Show
Teach
Sell
Train
Coach
50
(!)
The solution lies within
the client
The client is the expert
for them self
Coach and client work
together on an open
outcome
∆Consulting
Mentoring
Coaching
➙ Delta in knowledge
➙ Delta in experience
➙ Delta in process-mastery
(coaching-process)

QUESTIONS
51

THANK YOU VERY MUCH!
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CONTACT INFORMATION
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• If you have questions, don’t hesitate to contact me via e-mail
at: mm@michaelmahlberg.com
• You can also ﬁnd me onTwitter as MMahlberg
• I sometimes blog on http://agile-aspects.michaelmahlberg.com
• My homepage is http://www.michaelmahlberg.de

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