The document discusses the role and activities of an agile coach, emphasizing the importance of facilitating client self-discovery rather than providing solutions directly. It outlines the distinction between coaching and instructing, promoting a co-active coaching approach that aligns with agile principles to inspire transformative growth. Additionally, it highlights challenges in agile adoption related to management support, skills, and organizational culture.

1. True Agile Coaching
Ante Up Coaching for Big Rewards

2. What are the
activities of an Agile
Coach?
Write activities on sticky notes
and place on flip chart

3. John%Miller%
CSP,CSM,&CSPO,&PMP,&ITIL,&HDI&SCD&
• 15#years#project#&#management#
experience#
• Agile#Coach#
“Your#Agile#Guide#on#the#Side!”#

4. The
beginning of
wisdom is a
definition of
terms
-Socrates
”
“

5. What is Coaching?
Partnering)with)clients)in)a)thought1provoking)
and)crea6ve)process)that)inspires)them)to)
maximize)their)personal)and)professional)
poten6al…)
Coaches)honor)the)client)as)the)expert)
in)his)or)her)life)and)work)and)believe)
every)client)is)crea6ve,)resourceful)and)
whole.)Standing)on)this)founda6on,)
the)coach's)responsibility)is)to:)
Discover,)clarify,)
and)align)with)
what)the)client)
wants)to)achieve)
Encourage)client)
self1discovery)
Elicit)client1
generated)
solu6ons)and)
strategies)
Hold)the)client)
responsible)and)
accountable)

6. Who’s The
?

7. My life and
work
situations
Helping you
find next
actions and
reap the
learning from
your action

8. “ Rather than fixing or changing anything,
reveal the system to itself ”
-Lyssa Adkins - Coaching AgileTeamsWorkshop

9. It might be
valuable,
but it ain’t
coaching
if...

10. Associate Certified Coach
Minimum Skill Requirements

11. “focuses on
primarily
telling the
client what
to do or how
to do it
You will be
doing a
burndown
chart this
Sprint. Watch
me.
”

12. coach
demonstrates
significant
interest in
the coach’s
view of the
situation
than the
client’s view
of the
situation
Here is what I
think about
that....
”
“

13. coach appears
to be listening
for the place
where the
coach can
demonstrate
their
knowledge
about the
topic
Wait for it....
”
“

14. if the
majority of
questions
contain
already pre-
determined
answers by
the coach
Wouldn’t
planning poker
be a better
way?
”
“

15. changes the
agenda
without input
from the
client, or
appears
attached to a
particular
outcome or
solution
Interesting, but
what is really
important is
increasing
velocity.
”
“

16. the coach
seems to
substitute
assessments
or standard
coaching
exercises for
powerful
questioning
or inquiry
Time for our
weekly Scrum
assessment on
Survey Monkey!
”
“

17. Support
Discovery
Evoke Solutions
Expertise
Diagnose
Implement

18. Evokes Client’s
Own Advise
Own Counsel
Guidance
Advise
Counsel

19. Evokes Client’s
Dance in the Moment
No Curriculum
Instructor Goals
Linear Path
Set Curriculum

20. Evokes Client’s
Dance in the Moment
No Curriculum
Instructor Goals
Linear Path
Set Curriculum

21. Transformational
Outside the structure
Individuals & Interactions
Incremental
Incremental Advice
Within the Structure
Interactions

22. Are Agile
Coaches
mostly
Coaching?

23. Stupid Question of the Day...
What is Agile?

25. THERE Are NO
AGILE METHODs

26. Gee wiz,
what might
True Agile
Coaching
look like?

27. Agile Facilitation and Coaching Competencies
Building the Bridge between Coaching & Agile

28. COACHING AGILE

29. COACHING AGILE
Evoke
Transformation

31. PAIR NICELY
Co-Active and Agile

32. Coaching
Long Stance
@gile
Agile
Resonance
Agile -based
Coaching
Structures
Co-Active Agile
Evoking Transformation Through Authentic Agility
Co-Active
Agile
Coaching
Approach

33. AGENDA
@gile@gile
agenda
Co-Active Agile
Evoking Transformation Through Authentic Agility
3 A’s of
Co-Active
Agile
Coaching

34. Long StanceCoaching

35. COACHING AS THE LONG SWORD
AGILE AS THE SHORT SWORD.
Coaching is Primary. Agile Supports.

36. To master the
virtue of the long
sword is to govern
the world and
oneself, thus the
long sword is the
basis of strategy.
-Miyamoto Musahshi, Book of the 5 Rings

37. There is no fast
way of wielding
the long sword.
The long sword
should be wielded
broadly, and the
companion sword
closely.
-Miyamoto Musahshi, Book of the 5 Rings

38. SCRUM MASTER
"Re.S.'f>O>"ldC.>'t-S. S.o..ld t-he..'.l WOl"'r.e.d 0..t-
whe.l"e. t-he. t-e.I" Is. mo..1>"11.'.l O>'
t-1>"13 t-s. O..>'d le.s.s. O>' ct-he.I" dut-le.s..
Has 5+ teams
Has Product Owner responsibilities
Has Management responsibilities
Has duties outside traditional role
BARRIERS TO FURTHER
AGILE ADOPTION
11%
17%
52%The. t-o t-he.11" ol"3o..>"llU..t-lo>"l's.
wo..s. t-he. >'umbe.l"-o>'e. bo..l"l"le.I" t-o
o..do'f>t-lo>"I, b.'.) "' 3e.>"le.l"o..I !""e.s.ls. t-o
O..>'d t-1".'.)1"'3 t-o e.le.me.>'t-S. l>"lt-o "'
t-lme. t-o
fro..>"IS.lt-lo>"I O..>'d bud3e.t- ho..d t-he.
lowe.s.t- t- O>' o..do'f>t-lo>'.
Ability to change
organizational culture
None
VERSIONONE"Agile Made Easier
Trying to fit agile
elements into a
non-agile
framework
31%Management
support
41%
33%Availability of
personnel
with right skills
VERSIONONE.COM
© 2013, VersionOne, Inc. All Rights Reserved 7
Version one State of Agile 2012

39. SCRUM MASTER
"Re.S.'f>O>"ldC.>'t-S. S.o..ld t-he..'.l WOl"'r.e.d 0..t-
whe.l"e. t-he. t-e.I" Is. mo..1>"11.'.l O>'
t-1>"13 t-s. O..>'d le.s.s. O>' ct-he.I" dut-le.s..
Has 5+ teams
Has Product Owner responsibilities
Has Management responsibilities
Has duties outside traditional role
BARRIERS TO FURTHER
AGILE ADOPTION
11%
17%
52%The. t-o t-he.11" ol"3o..>"llU..t-lo>"l's.
wo..s. t-he. >'umbe.l"-o>'e. bo..l"l"le.I" t-o
o..do'f>t-lo>"I, b.'.) "' 3e.>"le.l"o..I !""e.s.ls. t-o
O..>'d t-1".'.)1"'3 t-o e.le.me.>'t-S. l>"lt-o "'
t-lme. t-o
fro..>"IS.lt-lo>"I O..>'d bud3e.t- ho..d t-he.
lowe.s.t- t- O>' o..do'f>t-lo>'.
Ability to change
organizational culture
None
VERSIONONE"Agile Made Easier
Trying to fit agile
elements into a
non-agile
framework
31%Management
support
41%
33%Availability of
personnel
with right skills
VERSIONONE.COM
© 2013, VersionOne, Inc. All Rights Reserved 7
Version one State of Agile 2012

40. SCRUM MASTER
"Re.S.'f>O>"ldC.>'t-S. S.o..ld t-he..'.l WOl"'r.e.d 0..t-
whe.l"e. t-he. t-e.I" Is. mo..1>"11.'.l O>'
t-1>"13 t-s. O..>'d le.s.s. O>' ct-he.I" dut-le.s..
Has 5+ teams
Has Product Owner responsibilities
Has Management responsibilities
Has duties outside traditional role
BARRIERS TO FURTHER
AGILE ADOPTION
11%
17%
52%The. t-o t-he.11" ol"3o..>"llU..t-lo>"l's.
wo..s. t-he. >'umbe.l"-o>'e. bo..l"l"le.I" t-o
o..do'f>t-lo>"I, b.'.) "' 3e.>"le.l"o..I !""e.s.ls. t-o
O..>'d t-1".'.)1"'3 t-o e.le.me.>'t-S. l>"lt-o "'
t-lme. t-o
fro..>"IS.lt-lo>"I O..>'d bud3e.t- ho..d t-he.
lowe.s.t- t- O>' o..do'f>t-lo>'.
Ability to change
organizational culture
None
VERSIONONE"Agile Made Easier
Trying to fit agile
elements into a
non-agile
framework
31%Management
support
41%
33%Availability of
personnel
with right skills
VERSIONONE.COM
© 2013, VersionOne, Inc. All Rights Reserved 7
Version one State of Agile 2012

41. Coaching is based on
the idea that our
thoughts cause our
behaviors
Culture Is
Beliefs &
Behaviors

42. Yet, we lead with the
short sword of Agile
methods
Transforming
beliefs requires
the long sword
of coaching

43. Long StanceCoaching

44. Fulfillment
- discover
unique values
-Agile
Resonance
- identify
self-defeating
influences
- create vision
for a compelling
future (Big A
Agenda)

45. “Big A Agenda”. Not Primarily Agile Transformation.
Fulfilling THEIR values, may include Agile values.
Not Agile
Assimilation
Evoke Their
Transformation

46. AGENDA
What we want
to become.The
Metaview
@gile
@gile
What Agile values
we want to fulfill.
What Resonates
with the client’s
AGENDA
agenda
Co-Active Agile
Fulfillment and Resonance
3 A’s of
Co-Active
Agile
Coaching

47. “Cultural boundaries are designed to
preserve that which is us from
contamination by that which is other
or them”
Contact Theory

48. Agile Blending with current culture
Builds on current strengths
Pull versus Push
Resonance is not seen as a contaminant
Agile Resonance

49. Evoke Authentic
Transformation
Seek Resonance for
Client’s Authentic
Agility

50. What Agile values do we gravitate
towards?
What Agile values resonate with our
current values?
What Agile values cause dissonance?
Agile Resonance
Powerful Questions

51. Balance
See many useful perspectives
Plan from possibility rather
than circumstances
Create an exciting, life-
affirming strategy for action
that arises out of the
perspective they’ve chosen and
their resonant choice
Use structures to keep the client
in action

52. AGENDA
@gile@gile
agenda
Setting goals.
Incremental
actions to A and
@. Particular
events.
Co-Active Agile
Balance
3 A’s of
Co-Active
Agile
Coaching

53. Dude!
You’re Insane!
I am not supposed to
teach Agile stuff?!
I love teaching planning
poker. That is what
people pay me to do!

54. Cool. Teach Them!

55. But, it ain’t Coaching
if that is mostly what
you are doing!

56. There is a different
perspective....

57. “THE MOMENT YOU BELIEVE YOU HAVE THE RIGHT
ANSWER OR THE RIGHT WAY, YOU HAVE BEGUN TO
IMPOSE YOUR AGENDA ON THE CLIENT’S ACTION”-CO-ACTIVE COACHING 3RD EDITION

58. Perspec've)!
Choice)
Co.Ac've)Strategy!
Commitment)
Ac'on)
Balance Agile Coaching

59. Perspec've)!
Choice)
Co.Ac've)Strategy!
Commitment)
Ac'on)
+ Agile Perspectives
Balance Agile Coaching

60. Perspec've)!
Choice)
Co.Ac've)Strategy!
Commitment)
Ac'on)
+ Agile Perspectives
+ Agile Approaches
Balance Agile Coaching

61. Perspec've)!
Choice)
Co.Ac've)Strategy!
Commitment)
Ac'on)
+ Agile Perspectives
+ Agile Approaches
Balance Agile Coaching
+ Agile Structures

62. Cognitive Behavioral Agile Coaching
Ac#va#ng(Event(
Beliefs(
Consequence(
Dispute(

63. PRESENTING AGILE
PERSPECTIVES IS DIFFERENT
THAN BEING
A HALF STEP AHEAD

64. REQUESTS &
CHALLENGES

66. Admit it.
This happens
with Agile
adoptions.
emotionally-charged
issues.
chaos, confusion and
inertia

67. PROCESS help clients work
through emotionally-
charged issues.
chaos, confusion and
inertia are part of a
client’s forward
motion

68. The
Whole
Person
Don’t put people in
Agile boxes. They are
compartmentalized
enough.
Investment to help
them as a whole
person pays
dividends in hot Agile
transition issues.
Story of Pear
and Cindy

69. Whole
Person
Work
Life
Agile
Coach
this
Coach
that
And yes,
this

70. Coaching
Structures
anything that
reminds clients to
be in action in the
areas they have
committed to

71. View Scrum as a
Coaching Structure

72. Every Meeting &
Artifact

73. Scrum Asks powerful questions!
Scrum reveals the system to itself!
Scrum makes visible the action
committed to and progress to it!

74. The Coach as an
Information
Radiator

75. Agile
Coaching
Structures
Use Agile based
methods, artifacts,
and tools as
coaching structures

76. Co-Create the Backlog
Co-Commit to the Coaching Intent
Standups with Sponsors and
Transition Team
Review Outcomes while
maintaining confidentiality
Retrospect the Coaching
Relationship
COACHING SPRINTS

77. Agile
Coaching
Patterns &
Anti-Patterns

78. Coaching
Agile
Stock

79. Online Coaching Tools
Text
Transparency
Integrate to
Stock
Kanban/Scrum

85. ADAPTing to
Agility
Michael Cohn

86. Online Agile Coaching
Michael Cohn

87. “Set patterns,
incapable of
adaptability, of
pliability, only
offer a better
cage.
Truth is outside
of all patterns.”
DANCE IN THE MOMENT

88. Coaching
Structures
for Agile
Coaching and
psychology tools
and structures to
evoke Agility

89. Powerful
Agile
Questions
A powerful Agile
question is expansive
and opens up further
vistas for the client.

90. What does
honoring
Individuals &
Interactions look
like for us?

91. What does
moving into
Fulfillment of
Customer
Collaboration
look like?

92. What is it to
value Working
Software right
now?

93. What is it
Respond to
Change for you in
this moment?

94. What does it
mean to honor
our Agile values
in this situation ?

95. Design your own
powerful question
Pair with you neighbor.
Design a powerful
question around the
Agile value card.
Ask the question to
your partner.
Where did it take you?

96. Constellations

97. Customer
Collaboration
Responding
to Change
Working
Software
Individuals
and
Interactions
Resonance
Org
Value 2
Org
Value 1
Org
Value 3 Me/Us

98. Me/Us
Customer
Collaboration
Responding
to
Change
W
orking
Software
Individuals
and
Interactions
Resonance
Org
Value2
Org
Value1
Org
Value 3

99. Wheel of Agile
Management
http://www.agile-ux.com/2013/03/18/the-wheel-of-agile-management/

100. What is the Situation?
What is the problem?
What is getting between
you and moving towards
your Fulfillment of your
values and your Resonant
Agile values?
What are you thinking
and feeling right now?
What are possible
Limiting Perspectives
underlying this?
What is your saboteur
saying?
What perspectives are not
serving you?
Any Agile smells detected?
What are some
Alternative Perspectives?
What perspective are you
choosing?
What have you learned? What is your perspective right now?
What would moving
towards Fulfillment
look like for you?
What values would
you be moving
towards?
What Agile values and
principles would be in
Resonance?
What experiment could
put this perspective to
the test? What are you
committing to?
What would you do?
Where would it take
place?
When would it happen?
Who else is involved?
What practices and tools
might you use?
Outcome: What happened? What did you observe?
Created by John Miller
Agile Coach with The Braintrust Consulting Group
@agileschools 5-3-13
Agile Balance Coaching Canvas
Getting Agile unstuck and Made to Stick through Co-Active Coaching and Modern Psychology

101. What is the Situation?
What is the problem?
What is getting between
you and moving towards
your Fulfillment of your
values and your Resonant
Agile values?
What are you thinking
and feeling right now?
What are possible
Limiting Perspectives
underlying this?
What is your saboteur
saying?
What perspectives are not
serving you?
Any Agile smells detected?
What are some
Alternative Perspectives?
What perspective are you
choosing?
What have you learned? What is your perspective right now?
What would moving
towards Fulfillment
look like for you?
What values would
you be moving
towards?
What Agile values and
principles would be in
Resonance?
What experiment could
put this perspective to
the test? What are you
committing to?
What would you do?
Where would it take
place?
When would it happen?
Who else is involved?
What practices and tools
might you use?
Outcome: What happened? What did you observe?
Created by John Miller
Agile Coach with The Braintrust Consulting Group
@agileschools 5-3-13
Agile Balance Coaching Canvas
Getting Agile unstuck and Made to Stick through Co-Active Coaching and Modern Psychology
1

102. What is the Situation?
What is the problem?
What is getting between
you and moving towards
your Fulfillment of your
values and your Resonant
Agile values?
What are you thinking
and feeling right now?
What are possible
Limiting Perspectives
underlying this?
What is your saboteur
saying?
What perspectives are not
serving you?
Any Agile smells detected?
What are some
Alternative Perspectives?
What perspective are you
choosing?
What have you learned? What is your perspective right now?
What would moving
towards Fulfillment
look like for you?
What values would
you be moving
towards?
What Agile values and
principles would be in
Resonance?
What experiment could
put this perspective to
the test? What are you
committing to?
What would you do?
Where would it take
place?
When would it happen?
Who else is involved?
What practices and tools
might you use?
Outcome: What happened? What did you observe?
Created by John Miller
Agile Coach with The Braintrust Consulting Group
@agileschools 5-3-13
Agile Balance Coaching Canvas
Getting Agile unstuck and Made to Stick through Co-Active Coaching and Modern Psychology
1 2

103. What is the Situation?
What is the problem?
What is getting between
you and moving towards
your Fulfillment of your
values and your Resonant
Agile values?
What are you thinking
and feeling right now?
What are possible
Limiting Perspectives
underlying this?
What is your saboteur
saying?
What perspectives are not
serving you?
Any Agile smells detected?
What are some
Alternative Perspectives?
What perspective are you
choosing?
What have you learned? What is your perspective right now?
What would moving
towards Fulfillment
look like for you?
What values would
you be moving
towards?
What Agile values and
principles would be in
Resonance?
What experiment could
put this perspective to
the test? What are you
committing to?
What would you do?
Where would it take
place?
When would it happen?
Who else is involved?
What practices and tools
might you use?
Outcome: What happened? What did you observe?
Created by John Miller
Agile Coach with The Braintrust Consulting Group
@agileschools 5-3-13
Agile Balance Coaching Canvas
Getting Agile unstuck and Made to Stick through Co-Active Coaching and Modern Psychology
1 2
3

104. What is the Situation?
What is the problem?
What is getting between
you and moving towards
your Fulfillment of your
values and your Resonant
Agile values?
What are you thinking
and feeling right now?
What are possible
Limiting Perspectives
underlying this?
What is your saboteur
saying?
What perspectives are not
serving you?
Any Agile smells detected?
What are some
Alternative Perspectives?
What perspective are you
choosing?
What have you learned? What is your perspective right now?
What would moving
towards Fulfillment
look like for you?
What values would
you be moving
towards?
What Agile values and
principles would be in
Resonance?
What experiment could
put this perspective to
the test? What are you
committing to?
What would you do?
Where would it take
place?
When would it happen?
Who else is involved?
What practices and tools
might you use?
Outcome: What happened? What did you observe?
Created by John Miller
Agile Coach with The Braintrust Consulting Group
@agileschools 5-3-13
Agile Balance Coaching Canvas
Getting Agile unstuck and Made to Stick through Co-Active Coaching and Modern Psychology
1 2
3
4

105. What is the Situation?
What is the problem?
What is getting between
you and moving towards
your Fulfillment of your
values and your Resonant
Agile values?
What are you thinking
and feeling right now?
What are possible
Limiting Perspectives
underlying this?
What is your saboteur
saying?
What perspectives are not
serving you?
Any Agile smells detected?
What are some
Alternative Perspectives?
What perspective are you
choosing?
What have you learned? What is your perspective right now?
What would moving
towards Fulfillment
look like for you?
What values would
you be moving
towards?
What Agile values and
principles would be in
Resonance?
What experiment could
put this perspective to
the test? What are you
committing to?
What would you do?
Where would it take
place?
When would it happen?
Who else is involved?
What practices and tools
might you use?
Outcome: What happened? What did you observe?
Created by John Miller
Agile Coach with The Braintrust Consulting Group
@agileschools 5-3-13
Agile Balance Coaching Canvas
Getting Agile unstuck and Made to Stick through Co-Active Coaching and Modern Psychology
1 2
3
4 5

106. What is the Situation?
What is the problem?
What is getting between
you and moving towards
your Fulfillment of your
values and your Resonant
Agile values?
What are you thinking
and feeling right now?
What are possible
Limiting Perspectives
underlying this?
What is your saboteur
saying?
What perspectives are not
serving you?
Any Agile smells detected?
What are some
Alternative Perspectives?
What perspective are you
choosing?
What have you learned? What is your perspective right now?
What would moving
towards Fulfillment
look like for you?
What values would
you be moving
towards?
What Agile values and
principles would be in
Resonance?
What experiment could
put this perspective to
the test? What are you
committing to?
What would you do?
Where would it take
place?
When would it happen?
Who else is involved?
What practices and tools
might you use?
Outcome: What happened? What did you observe?
Created by John Miller
Agile Coach with The Braintrust Consulting Group
@agileschools 5-3-13
Agile Balance Coaching Canvas
Getting Agile unstuck and Made to Stick through Co-Active Coaching and Modern Psychology
1 2
3
4 5
6

107. What is the Situation?
What is the problem?
What is getting between
you and moving towards
your Fulfillment of your
values and your Resonant
Agile values?
What are you thinking
and feeling right now?
What are possible
Limiting Perspectives
underlying this?
What is your saboteur
saying?
What perspectives are not
serving you?
Any Agile smells detected?
What are some
Alternative Perspectives?
What perspective are you
choosing?
What have you learned? What is your perspective right now?
What would moving
towards Fulfillment
look like for you?
What values would
you be moving
towards?
What Agile values and
principles would be in
Resonance?
What experiment could
put this perspective to
the test? What are you
committing to?
What would you do?
Where would it take
place?
When would it happen?
Who else is involved?
What practices and tools
might you use?
Outcome: What happened? What did you observe?
Created by John Miller
Agile Coach with The Braintrust Consulting Group
@agileschools 5-3-13
Agile Balance Coaching Canvas
Getting Agile unstuck and Made to Stick through Co-Active Coaching and Modern Psychology
1 2
3
4 5
6
7

108. What is the Situation?
What is the problem?
What is getting between
you and moving towards
your Fulfillment of your
values and your Resonant
Agile values?
What are you thinking
and feeling right now?
What are possible
Limiting Perspectives
underlying this?
What is your saboteur
saying?
What perspectives are not
serving you?
Any Agile smells detected?
What are some
Alternative Perspectives?
What perspective are you
choosing?
What have you learned? What is your perspective right now?
What would moving
towards Fulfillment
look like for you?
What values would
you be moving
towards?
What Agile values and
principles would be in
Resonance?
What experiment could
put this perspective to
the test? What are you
committing to?
What would you do?
Where would it take
place?
When would it happen?
Who else is involved?
What practices and tools
might you use?
Outcome: What happened? What did you observe?
Created by John Miller
Agile Coach with The Braintrust Consulting Group
@agileschools 5-3-13
Agile Balance Coaching Canvas
Getting Agile unstuck and Made to Stick through Co-Active Coaching and Modern Psychology
1 2
3
4 5
6
7
8

109. What is the Situation?
What is the problem?
What is getting between
you and moving towards
your Fulfillment of your
values and your Resonant
Agile values?
What are you thinking
and feeling right now?
What are possible
Limiting Perspectives
underlying this?
What is your saboteur
saying?
What perspectives are not
serving you?
Any Agile smells detected?
What are some
Alternative Perspectives?
What perspective are you
choosing?
What have you learned? What is your perspective right now?
What would moving
towards Fulfillment
look like for you?
What values would
you be moving
towards?
What Agile values and
principles would be in
Resonance?
What experiment could
put this perspective to
the test? What are you
committing to?
What would you do?
Where would it take
place?
When would it happen?
Who else is involved?
What practices and tools
might you use?
Outcome: What happened? What did you observe?
Created by John Miller
Agile Coach with The Braintrust Consulting Group
@agileschools 5-3-13
Agile Balance Coaching Canvas
Getting Agile unstuck and Made to Stick through Co-Active Coaching and Modern Psychology
1 2
3
4 5
6
7
8 9

110. Flourish)Retrospec/ve)
3)
3)
4)
2)
3)
0)
1)
2)
3)
4)
Posi/ve)Emo/on)
Engagement)
Releatedness)Meaning)
Achievement)
Flourish)Retrospec/ve)

111. Flow%Retrospec-ve%
3%
3%
4%
2%
3%
0%
1%
2%
3%
4%
Centering%
Clarity%
Challenge%Choice%
Commitment%
Flow%Retrospec-ve%

112. Flow%Retrospec-ve%
3%
3%
4%
2%
3%
0%
1%
2%
3%
4%
Centering%
Clarity%
Challenge%Choice%
Commitment%
Flow%Retrospec-ve%

113. Flow%Retrospec-ve%
3%
3%
4%
2%
3%
0%
1%
2%
3%
4%
Centering%
Clarity%
Challenge%Choice%
Commitment%
Flow%Retrospec-ve%

114. Flow%Retrospec-ve%
3%
3%
4%
2%
3%
0%
1%
2%
3%
4%
Centering%
Clarity%
Challenge%Choice%
Commitment%
Flow%Retrospec-ve%

115. Flow%Retrospec-ve%
3%
3%
4%
2%
3%
0%
1%
2%
3%
4%
Centering%
Clarity%
Challenge%Choice%
Commitment%
Flow%Retrospec-ve%

116. Mastery(( Autonomy(
Purpose( Relatedness(
Pink(
DRiVE Retrospective

117. We#felt#strong#when…#
We#will#build#on#these#
Strenghts#by…#
We#felt#weak#when…# We#will#do#less#of…#
Strength#Based#
Retrospec;ve#
Strengths Retrospective

118. Agile
Resonance
Scrum as a Coaching
Structure
...through Agile
Co-Active Agility

119. Radical
Client Trust
@gile
Agile Made
to Stick
Value
gained
regardless of
Agile success
Coaching Long Stance
Benefits

120. Resources(Resources
http://www.icagile.com/
CoachingAndFacilitationTrack.html
http://www.coachfederation.org/
http://www.thecoaches.com/

121. Discussion