The document discusses coaching in different contexts such as sports, music, and improv. It provides examples of coaching in hockey, figure skating, downhill skiing, music jam sessions, and improv theater. Coaching is defined broadly as sharing knowledge and experiences with others to help them improve. The document explores what can be learned about coaching from these other disciplines and proposes that coaching is a foundational skill for collaboration. It suggests coaches should focus on giving teams the ability to respond to issues, while also supporting and sustaining teams through encouragement and acting as a technical authority. Different coaching styles and perspectives are discussed.
A literature review on the effects of negative, positive, and other form's of self-talk. Sports and Exercise Psychology topic but applicable to all areas of life.
Want to be the best you can be? You've got to think it to win it! Contact John Ellsworth, Master Mental Game Coach and Sports Psychology Consultant. ProtexSports.com
Your Coaching Philosophy underpins and aligns everything you do as a coach. Ensuring your coaching philosophy is clear and coherent can help provide you with clarity, direction and focus.
The “Course Topics” series from Manage Train Learn and Slide Topics is a collection of over 4000 slides that will help you master a wide range of management and personal development skills. The 202 PowerPoints in this series offer you a complete and in-depth study of each topic. This presentation is on "Overcoming the Blocks to Growth".
A literature review on the effects of negative, positive, and other form's of self-talk. Sports and Exercise Psychology topic but applicable to all areas of life.
Want to be the best you can be? You've got to think it to win it! Contact John Ellsworth, Master Mental Game Coach and Sports Psychology Consultant. ProtexSports.com
Your Coaching Philosophy underpins and aligns everything you do as a coach. Ensuring your coaching philosophy is clear and coherent can help provide you with clarity, direction and focus.
The “Course Topics” series from Manage Train Learn and Slide Topics is a collection of over 4000 slides that will help you master a wide range of management and personal development skills. The 202 PowerPoints in this series offer you a complete and in-depth study of each topic. This presentation is on "Overcoming the Blocks to Growth".
A compilation of ice breakers, team builders, and general development activities. Each activity is broken down by level (beginner, intermediate, advanced) as well as time frame, group size, and activity level.
A compilation of ice breakers, team builders, and general development activities. Each activity is broken down by level (beginner, intermediate, advanced) as well as time frame, group size, and activity level.
A handbook of best of breed models on personal mastery and leadership. Addresses effectiveness of performance as a result of:
- performance enablement
- managing derailment
- creating and managing knowledge
This program teaches managers how to convert their conversation into coaching conversation. Imbed it in their day to day conversation with teams to ensure high performance, ownership and engagement amongst the team.
This program focuses on What, Why and How of Coaching. Easy to learn, understand and apply.
Module 4 - HomeSPECIAL CASES IN COACHINGModular Learning Outco.docxroushhsiu
Module 4 - Home
SPECIAL CASES IN COACHING
Modular Learning Outcomes
Upon successful completion of this module, the student will be able to satisfy the following outcomes:
Case
Wrap up your coaching session, and receive feedback from the coachee.
SLP
Create a PowerPoint presentation with a voiceover to serve as a briefing of the leadership Growth Plan to your supervisor and/or mentor.
Discussion
Compare and contrast different approaches to coaching when working with different types of professions. Evaluate your learning and progress in developing coaching skills.
Module Overview
There are two types of coaching situations that present special challenges to coaches: Coaching the high performer and coaching the problem employee. Let’s face it, top performers can sometimes be difficult people. The question is how to keep them motivated while addressing some dysfunctional behaviors. People who have a high need for success do not always handle criticism well. However, for the sake of the other employees, patterns of bluntness, impatience, condescension, and sometimes bullying must be addressed.
In this module, you will learn a four-step process of coaching top performers that relies on the DISC assessment, a tool frequently used in coaching executives and “C-suite” executives (CEO, CFO, COO, CIO, etc.). The focus of this process is on developing interpersonal skills, such as listening, showing respect, compromising, and discussion of ideas with tact and diplomacy.
At the other end of the spectrum is coaching the problem employee. This employee is generally underperforming, and the stress of trying to extract a reasonable level of performance can take a toll on the manager and the productivity and morale of an entire office or unit. Frequently, despite the best efforts of the manager, the inevitable result is termination. However, in this chapter, we will look at a 7-step process where the leader/coach may be able to forge a positive relationship and encourage motivation and performance.
Module 4 - Background
SPECIAL CASES IN COACHING
Required Reading
Special Cases in Coaching
All articles on the home page, this page and the case/SLP page are required unless otherwise noted.
Coaching Top Performers
Up until now, our focus has been on coaching employees to improve performance. However, with top performers, the goal is not to improve performance, but to improve interpersonal skills and relationships. Another goal is to help the top performer understand that established rules and procedures are important and also apply to him.
Interpersonal skills
Top performers tend to be highly driven and may resist working with others who they perceive as being less capable and less hard working. They may avoid working on teams because they feel the others will “drag them down”. Since organizations today rely heavily on interdisciplinary and cross-functional teams to get work done, top performers are going to have to be coached to be able to work ...
Sheet1Team Ring Toss ResultsRound 1Round 2Total PointsTeam NameDis.docxmaoanderton
Sheet1Team Ring Toss ResultsRound 1Round 2Total PointsTeam NameDistancePayoffDistancePayoffBlue Cheetahs661206Team Gucci82483660The Winners8129384396Big Reds12126938451056s12010576576
Sheet2
Sheet3
Ring Toss
Rules
1.
Each team will choose a team member (the player), who will have 4 official tosses per round.
2.
The same player must toss the rings for all rounds.
3.
Once the player selects a distance and tosses the first ring, all other rings must be tossed from that same distance for that round. Adjustments may be made between rounds.
4.
The player achieves team points according to the payoff schedule (see below).
5.
The player must toss the rings with his/her toes behind the distance line.
6.
The playing field cannot be changed.
7.
Time limits may be imposed by the instructor and must be strictly adhered to or loss of points may result.
Process
A.
Preparation and practice (5 minutes): Teams will come up with a team name to be used throughout this activity. During this time, each team may have 8 practice tosses. Rings may be tossed from any distance during practice.
B.
Round 1: Teams will take their turn in an order determined by number draw.
C.
Caucus (5 minutes): Each team may hold a brief team meeting to reorganize strategy (although the same player must toss the rings each round).
D.
Round 2: Teams will take their turn in the same order as in round 1.
Payoff Schedule
Distance
Payoff
1
1
2
1
3
1
4
2
5
4
6
6
7
8
8
12
9
16
10
24
11
32
12
42
Journal Entries: Format and Grading Criteria
Points: /100 points
Following specific in-class exercises (see Syllabus for Learning Journal Activities) you will choose one of the LJ activities and write a 3-6 page journal entry. This assignment is your way of reflecting and commenting on the experience. The format is designed to mirror the learning process, making you conscious of each element as you work to actively learn from the class or group exercises. The following questions should be used as a guide for structuring your journal entries; however the content of each entry is up to you. That is, which elements of an exercise you choose to address depend upon what you feel was most important, interesting, and/or surprising about the experience.
I. CONCRETE EXPERIENCE Exercise Description: What happened during the experience?
Does this section contain a clear, objective description of the exercise? (e.g., as if describing to others)
Does it contain a subjective description of feelings and perceptions that occurred during the experience?
Does it provide too much irrelevant detail? This section should not be longer than 1-2 paragraphs
II. REFLECTIVE OBSERVATION Themes: Upon further review, what seemed to be happening?
Does this section look at the experience from the different points of view of the major actors involved?
Did you attempt to figure out why the people involved, and you in particular, behaved as they did?
Did you make use of verbal and non-v.
Neuro-symbolic is not enough, we need neuro-*semantic*Frank van Harmelen
Neuro-symbolic (NeSy) AI is on the rise. However, simply machine learning on just any symbolic structure is not sufficient to really harvest the gains of NeSy. These will only be gained when the symbolic structures have an actual semantics. I give an operational definition of semantics as “predictable inference”.
All of this illustrated with link prediction over knowledge graphs, but the argument is general.
Smart TV Buyer Insights Survey 2024 by 91mobiles.pdf91mobiles
91mobiles recently conducted a Smart TV Buyer Insights Survey in which we asked over 3,000 respondents about the TV they own, aspects they look at on a new TV, and their TV buying preferences.
State of ICS and IoT Cyber Threat Landscape Report 2024 previewPrayukth K V
The IoT and OT threat landscape report has been prepared by the Threat Research Team at Sectrio using data from Sectrio, cyber threat intelligence farming facilities spread across over 85 cities around the world. In addition, Sectrio also runs AI-based advanced threat and payload engagement facilities that serve as sinks to attract and engage sophisticated threat actors, and newer malware including new variants and latent threats that are at an earlier stage of development.
The latest edition of the OT/ICS and IoT security Threat Landscape Report 2024 also covers:
State of global ICS asset and network exposure
Sectoral targets and attacks as well as the cost of ransom
Global APT activity, AI usage, actor and tactic profiles, and implications
Rise in volumes of AI-powered cyberattacks
Major cyber events in 2024
Malware and malicious payload trends
Cyberattack types and targets
Vulnerability exploit attempts on CVEs
Attacks on counties – USA
Expansion of bot farms – how, where, and why
In-depth analysis of the cyber threat landscape across North America, South America, Europe, APAC, and the Middle East
Why are attacks on smart factories rising?
Cyber risk predictions
Axis of attacks – Europe
Systemic attacks in the Middle East
Download the full report from here:
https://sectrio.com/resources/ot-threat-landscape-reports/sectrio-releases-ot-ics-and-iot-security-threat-landscape-report-2024/
GDG Cloud Southlake #33: Boule & Rebala: Effective AppSec in SDLC using Deplo...James Anderson
Effective Application Security in Software Delivery lifecycle using Deployment Firewall and DBOM
The modern software delivery process (or the CI/CD process) includes many tools, distributed teams, open-source code, and cloud platforms. Constant focus on speed to release software to market, along with the traditional slow and manual security checks has caused gaps in continuous security as an important piece in the software supply chain. Today organizations feel more susceptible to external and internal cyber threats due to the vast attack surface in their applications supply chain and the lack of end-to-end governance and risk management.
The software team must secure its software delivery process to avoid vulnerability and security breaches. This needs to be achieved with existing tool chains and without extensive rework of the delivery processes. This talk will present strategies and techniques for providing visibility into the true risk of the existing vulnerabilities, preventing the introduction of security issues in the software, resolving vulnerabilities in production environments quickly, and capturing the deployment bill of materials (DBOM).
Speakers:
Bob Boule
Robert Boule is a technology enthusiast with PASSION for technology and making things work along with a knack for helping others understand how things work. He comes with around 20 years of solution engineering experience in application security, software continuous delivery, and SaaS platforms. He is known for his dynamic presentations in CI/CD and application security integrated in software delivery lifecycle.
Gopinath Rebala
Gopinath Rebala is the CTO of OpsMx, where he has overall responsibility for the machine learning and data processing architectures for Secure Software Delivery. Gopi also has a strong connection with our customers, leading design and architecture for strategic implementations. Gopi is a frequent speaker and well-known leader in continuous delivery and integrating security into software delivery.
The Art of the Pitch: WordPress Relationships and SalesLaura Byrne
Clients don’t know what they don’t know. What web solutions are right for them? How does WordPress come into the picture? How do you make sure you understand scope and timeline? What do you do if sometime changes?
All these questions and more will be explored as we talk about matching clients’ needs with what your agency offers without pulling teeth or pulling your hair out. Practical tips, and strategies for successful relationship building that leads to closing the deal.
Generating a custom Ruby SDK for your web service or Rails API using Smithyg2nightmarescribd
Have you ever wanted a Ruby client API to communicate with your web service? Smithy is a protocol-agnostic language for defining services and SDKs. Smithy Ruby is an implementation of Smithy that generates a Ruby SDK using a Smithy model. In this talk, we will explore Smithy and Smithy Ruby to learn how to generate custom feature-rich SDKs that can communicate with any web service, such as a Rails JSON API.
Elevating Tactical DDD Patterns Through Object CalisthenicsDorra BARTAGUIZ
After immersing yourself in the blue book and its red counterpart, attending DDD-focused conferences, and applying tactical patterns, you're left with a crucial question: How do I ensure my design is effective? Tactical patterns within Domain-Driven Design (DDD) serve as guiding principles for creating clear and manageable domain models. However, achieving success with these patterns requires additional guidance. Interestingly, we've observed that a set of constraints initially designed for training purposes remarkably aligns with effective pattern implementation, offering a more ‘mechanical’ approach. Let's explore together how Object Calisthenics can elevate the design of your tactical DDD patterns, offering concrete help for those venturing into DDD for the first time!
JMeter webinar - integration with InfluxDB and GrafanaRTTS
Watch this recorded webinar about real-time monitoring of application performance. See how to integrate Apache JMeter, the open-source leader in performance testing, with InfluxDB, the open-source time-series database, and Grafana, the open-source analytics and visualization application.
In this webinar, we will review the benefits of leveraging InfluxDB and Grafana when executing load tests and demonstrate how these tools are used to visualize performance metrics.
Length: 30 minutes
Session Overview
-------------------------------------------
During this webinar, we will cover the following topics while demonstrating the integrations of JMeter, InfluxDB and Grafana:
- What out-of-the-box solutions are available for real-time monitoring JMeter tests?
- What are the benefits of integrating InfluxDB and Grafana into the load testing stack?
- Which features are provided by Grafana?
- Demonstration of InfluxDB and Grafana using a practice web application
To view the webinar recording, go to:
https://www.rttsweb.com/jmeter-integration-webinar
Securing your Kubernetes cluster_ a step-by-step guide to success !KatiaHIMEUR1
Today, after several years of existence, an extremely active community and an ultra-dynamic ecosystem, Kubernetes has established itself as the de facto standard in container orchestration. Thanks to a wide range of managed services, it has never been so easy to set up a ready-to-use Kubernetes cluster.
However, this ease of use means that the subject of security in Kubernetes is often left for later, or even neglected. This exposes companies to significant risks.
In this talk, I'll show you step-by-step how to secure your Kubernetes cluster for greater peace of mind and reliability.
DevOps and Testing slides at DASA ConnectKari Kakkonen
My and Rik Marselis slides at 30.5.2024 DASA Connect conference. We discuss about what is testing, then what is agile testing and finally what is Testing in DevOps. Finally we had lovely workshop with the participants trying to find out different ways to think about quality and testing in different parts of the DevOps infinity loop.
Transcript: Selling digital books in 2024: Insights from industry leaders - T...BookNet Canada
The publishing industry has been selling digital audiobooks and ebooks for over a decade and has found its groove. What’s changed? What has stayed the same? Where do we go from here? Join a group of leading sales peers from across the industry for a conversation about the lessons learned since the popularization of digital books, best practices, digital book supply chain management, and more.
Link to video recording: https://bnctechforum.ca/sessions/selling-digital-books-in-2024-insights-from-industry-leaders/
Presented by BookNet Canada on May 28, 2024, with support from the Department of Canadian Heritage.
2. Have we forgotten about trying to be the ‘best’? Are we satisfied with ‘good enough’
solutions? Do you believe that you can be the best in the world in your profession?
Are you continually improving?
2
3. In the next couple of slides, I want to characterize what I mean by coaching. Some of
you might have different definitions; but I define coaching to be anything drawn into
yourself from others or borne out of your personal experience and shared with
others. Structured coaching, formal coaching, informal coaching, blogs, micro-blogs,
shared code, shared conversation. By my definition, it’s all coaching.
3
4. Adaptive, high-performance teams
- Ever sit near the ice surface at a professional hockey game? Notice how the players bark at one another,
constantly communicating?
- Every once in a while the TV camera focuses on some grizzled veteran taking aside one of the younger players
- Notable story earlier this year when a veteran player was sent down to the minors. Instead of being insulted
and sulking, he took it on himself to take one of the younger players aside and tell him that he was partying
too much off-ice and hurting his career. Coaching.
Kids at the Olympic Oval
- Heard two of the kids chatting about cornering – in a highly technical sport, that’s a highly technical topic.
They were 12 years old. Coaching.
Downhill Skiing is a team sport?
- Cary Mullen, Olympian and World Cup Champion currently holds the World Downhill Speed Record for skiing
97 MPH (151 KMH) down the world’s most famous ski course in Kitzbuhel.
- Mentioned on the Jungle Jim Hunter show that he didn’t realize until later in his career that skiing
was a team sport – was that when they were chatting about this race or this practice, or this
equipment, or whatever that it was coaching one another, pushing one another to improve.
Music
- Jam sessions / workshops in music festivals have to be one of the best examples of intensive collaboration,
working off one another, subtle communication, subtle or not-so-subtle encouragement, making each other
look good, etc. Coaching.
Improv
- I’m not even a practitioner, but I know one thing about improv, and that’s that you work to build off one
another, and avoid asking questions that or doing something that would “block” the other performer. Intensive
listening. Acting on what you observe to make it funnier, more absurd, … or better, in other words. Coaching.
You can’t have tunnel vision and have the scene work. You have to take everyone with you if you take it
somewhere. Coaching.
What I wanted to know is – what can we learn from these other disciplines, given that we’re also discovering that
we benefit from coaching one another?
4
5. Intent is to have the audience think of these core practices from a perspective of
collaboration and teamwork – those sorts of activities where coaching is going to
happen. Are there any of these where coaching is not applicable, both from a ‘how
do you do this activity’ perspective, to a fundamental part of how it works.
5
6. Intent here is to demonstrate that the list of non-technical skills isn’t a) always
acknowledged and b) typically under-estimated. I’m positioning “coaching” as a
foundational skill that makes all those other non-technical skills possible.
6
7. The Agile Coaching book felt a little off because it didn’t seem to draw from the coaching traditions of sports or
the arts. Couldn’t even really tie it to what I have seen for business coaching. Different target market, I think. I’m
trying to address all team members since my assertion is that coaching and leading is everyone’s job. Here are
some observations from sporting fields that illustrate the disconnection that I felt reading the book.
Never Asking Why
- This is an example of a blocking question in improv theatre terms. Automatically puts the individual being
coached on the defensive. Instead, focus on goals, objectives first in a different kind of question. Sports
example: recovery in speed-skating. You wouldn’t ask ‘why are you doing it like that’? You would ask, ‘where
is your centre of gravity?’ What are you doing to ensure that you’re balanced? Is your leg actually
‘recovering’? Are you noticing your leg relaxing? Etc. In our field, asking why would have a similar effect.
Practice, Practice, Practice
- Teams have set plays (off the faceoff in hockey, for example). These are practiced, rehearsed, practiced again.
Over and over. So when it comes game time, the play is automatic. It just happens, and it happens so quickly
that it seems inhuman. You can argue that we can make coding “plays” automatically in an analogous way
using refactoring tools, code snippet libraries, patterns, etc. and I would agree with you. But what about the
rest of the agile core skills? Wanna practice a user story workshop?
A Student of the Game
- Every once in a while this phrase comes up when the sports broadcasters want to compliment a player that
works hard off the field of play to study what the competition is doing or to analyze what they themselves have
done in a game. The phrase they use is “they are a true student of the game”. They also use this to compliment
coaches, too. So, most probably likely since you’re here at events like this, are you a student of the game you’re
in?
Journaling
- From Apprenticeship Patterns by Dave Hoover and Adewale Oshineye
Your notebook, blog or wiki should be a nursery not a graveyard.
- They further talk about “creative review” of your notes/experiences where you get a chance to strengthen
your initial thoughts based on new experiences, or possibly interpret your experience in a different way based
on what you know now.
- At any rate, what is stopping us, as professionals, from using our notebooks, blogs, or wikis that way? Why do
we do only end-of-project retrospectives in some organizations. Why is it to so easy to de-personalize a
7
8. project retrospective? What if every single “play” that we execute as part of our
work was worthy of analysis?
7
9. Aside: those with media training seemed more unwilling to answer the second
question, choosing their words carefully.
Includes national senior team members from Canada, US and national junior team
members from Argentina, Canada, several junior hockey players, a couple of retired
players from the NHL.
8
11. My first attempt at categorizing the responses. I used a Shewhart cycle since in
conversation with the athletes, they seemed to mentioned “improving” a lot.
Understandable. Wasn’t really satisfied with this classification; never really told me
too much other than the coaches spend a lot of time talking about ‘doing’ and not as
much ‘testing’. So the coach is more likely to provide guidance on what to do, as
opposed to pick apart or criticize. Not much of a surprise.
10
12. This is an attempt to do an affinity analysis with a different continuous improvement
framework, and not restricting myself to those categories. This better captures the
coaches role. Look at the larger numbers – the coach teaches how to respond to
issues/problems that were detected, supports and sustains the athlete, and is an
authority figure (point of reference) as needed. This seems like more useful
information when you associate this back to agile development: coaches should focus
on giving teams the ability to respond to issues/pitfalls/experiences, they should
support and sustain teams by offering them explicit support and encouragement and
by teaching team members to support/encourage/build off one another. At the same
time, coaches should be technical enough in the topics at hand so that the team
members view them as an authority.
11
13. Just to make sure I wasn’t crazy using this categorization, I put the coaching tips from
the Agile Coaching book and put them into the same categories. The result
encouraged me that this wasn’t a bad direction to take … but still wanted to add to
this list from the results of the survey.
When discussing ‘Protect’:
David Hutton in The Change Agents’ Handbook
You do not have to spend a lot of time and effort on those who strongly resist
change. You only have to help and protect those who want to change, so that
they are able to succeed.
(via Fearless Change by Mary Lynn Manns and Linda Rising)
12
18. You don’t have to use these axes; the point is, don’t coach from the same viewpoint
every time you coach. Listen and understand where the team is coming from, assess
your own skills in the areas that they want guidance on, and then come up with your
coaching plan after that. Putting it on a chart like this will help you to monitor
changes over time, or assist you in determining the methods that might best be
suited for a given situation.
17
19. Autocratic – command and control
Democratic – we’re in this together
Bureaucratic – by the book
Laissez-Faire – hands-off
--
Protective – help the team to avoid pitfalls, know what might hurt them
Detective – help the team to identify risks, pitfalls, what’s wrong
Responsive – offer timely assistance, be specific with solutions, be there
Supportive – listen, observe, motivate, know when to push, know limits
Happy to Help – enthusiasm breeds enthusiasm
Authoritative – be a point of reference
Recommending that coaches take the continuous improvement approach to
coaching, always look for periodic improvements.
Recommending that team members provide the raw materials for making coaching
effective.
18
20. What struck me when listening to the athletes talk and by observing the children at
the Oval coach one another on relatively technical topics, is that they were
demonstrating leadership skills. No one told them to discuss the cornering, no one
was there to broker the conversation between the two skaters. They just did it on
their own.
Final note: speed-skating training, at all levels, is done in ‘trains’ of skaters, where the
train takes on say doing 12 laps. Of those laps, everyone in the train takes a turn at
the front, where the drag is greatest, and at the back, where the drag is the smallest.
At least at my level, that train can do 12 laps faster than any one individual in that
train can do. Working together like that, you accomplish speeds that you cannot
imagine doing when you’re skating on your own.
19