This presentation covers ways to think about what an Agile coach does. It provides some useful models to help you do this. It's intended to be given as an interactive session with an upfront workshop activity.
In October 2016 I received a call, "Hey dude, I don’t know nothing about Agile, but I need to become an Agile coach a-s-a-p – my company just got a new contract." I laughed for a second, explained that it takes a bit longer than a week to learn to coach, and wished him luck. I also knew that, shortly, he would be walking into his customer's office in this new role.
Agile Coach is the new black! But how can you, a good coach, stand out from the crowd of less competent peers? This presentation explores the science of coaching and the ways in which it works. We start with concepts of neuroplasticity and the brain processes of creating new neuron pathways. Then we move to motivation and learn which type is the best. Finally, we finish with the discussion on brain activation states which we practice in a few short exercises. By understanding the new field of coaching psychology, you will become a better practitioner.
In theory, agile methodologies are easy, but the act of transitioning a team out of their comfort zone and to a new way of working can be very difficult and if not done well can cause unnecessary frustrations and poor Agile implementations.
Webinar discussed how people process change, how to start your transition and how to support it.
Attendees learned valuable strategies on how to use compassion to prepare for their coaching sessions:
* Set a positive climate that fosters respect
* Focus on long-term development— not on altering short-term performance
* Discover your employees’ personal goals
Part Two of our 3-part series took place on Tuesday November 29 at 2 pm ET. Join us as Teleos’ scholar-practitioners, Suzanne Rotondo and Gretchen Schmelzer share how you can:
* Deepen the conversation with your team
* Get the feedback you’re looking for
* Build on the coaching reflections from Part One
Recorded webinar: http://slidesha.re/1nOR5i5
Subscribe: http://ksmartin.com/subscribe
Purchase the book: http://bit.ly/TOObk
This webinar features content from Karen's workshop and talk at the Lean Enterprise Institute and Lean Frontiers Coaching Summit, held on July 29 & 30, 2014 in Long Beach, California.
Both the workshop and talk focus on learning how to break the "telling" habit as a leader or improvement coach, and how to use the right questions at the right time to develop people more effectively and get better work results.
Suzanne Rotondo and Gretchen Schmelzer
Master coach faculty members for Teleos’ flagship coach development and certification program
In the first of a three-part series on coaching, Suzanne and Gretchen will discuss, “What Neuropsychology Tells Us About the Positive Impact of Coaching with Compassion.”
In October 2016 I received a call, "Hey dude, I don’t know nothing about Agile, but I need to become an Agile coach a-s-a-p – my company just got a new contract." I laughed for a second, explained that it takes a bit longer than a week to learn to coach, and wished him luck. I also knew that, shortly, he would be walking into his customer's office in this new role.
Agile Coach is the new black! But how can you, a good coach, stand out from the crowd of less competent peers? This presentation explores the science of coaching and the ways in which it works. We start with concepts of neuroplasticity and the brain processes of creating new neuron pathways. Then we move to motivation and learn which type is the best. Finally, we finish with the discussion on brain activation states which we practice in a few short exercises. By understanding the new field of coaching psychology, you will become a better practitioner.
In theory, agile methodologies are easy, but the act of transitioning a team out of their comfort zone and to a new way of working can be very difficult and if not done well can cause unnecessary frustrations and poor Agile implementations.
Webinar discussed how people process change, how to start your transition and how to support it.
Attendees learned valuable strategies on how to use compassion to prepare for their coaching sessions:
* Set a positive climate that fosters respect
* Focus on long-term development— not on altering short-term performance
* Discover your employees’ personal goals
Part Two of our 3-part series took place on Tuesday November 29 at 2 pm ET. Join us as Teleos’ scholar-practitioners, Suzanne Rotondo and Gretchen Schmelzer share how you can:
* Deepen the conversation with your team
* Get the feedback you’re looking for
* Build on the coaching reflections from Part One
Recorded webinar: http://slidesha.re/1nOR5i5
Subscribe: http://ksmartin.com/subscribe
Purchase the book: http://bit.ly/TOObk
This webinar features content from Karen's workshop and talk at the Lean Enterprise Institute and Lean Frontiers Coaching Summit, held on July 29 & 30, 2014 in Long Beach, California.
Both the workshop and talk focus on learning how to break the "telling" habit as a leader or improvement coach, and how to use the right questions at the right time to develop people more effectively and get better work results.
Suzanne Rotondo and Gretchen Schmelzer
Master coach faculty members for Teleos’ flagship coach development and certification program
In the first of a three-part series on coaching, Suzanne and Gretchen will discuss, “What Neuropsychology Tells Us About the Positive Impact of Coaching with Compassion.”
Keeping people practically safe is vital but it is people’s wellbeing
and attitude to risk that poses a threat to the organisation’s
performance as you return to the workplace. This simple guide is to help managers promote a confident return to the workplace. And, if you have already started that transition, then these ideas will help you generate greater commitment for individual
performance and contribution.
Craig Weber offers excellent advice and material on the most basic way of creating success, our conversations. An excerpt from the Business901 podcast, Working Conversations; "We don’t focus on the conversations much, partly because we lack the frameworks. We’ve got a lot of good frameworks and strategies out there for how to structure an organization, how to set up your IT. Yes, all the technical stuff we’re good at. The conversation stuff we kind of lack a little structure, lack a little rigor. We’re just not trained to pay attention to it or to give it as much focus as we’re at other aspects of building a good work relationship."
This is a transcription of the podcast. Working Conversations;
A brief primer and introduction to coaching. An easy to understand overview for people in business and leadership positions on coaching, what it is and some benefits.
Coaching skills can help people maximize their strengths and increase responsibility, accountability, creativity and resourcefulness to overcome challenges and achieve results. The primary coaching skills presented in this interactive presentation will focus on the principles of a coaching conversation, listening, the art of asking curious questions, leading cultural change, and how to promote responsibility and accountability to support people to elicit their own solutions and strategies and take action to implement these solutions.
Speaker:
Callie Bland, Executive Coach, RN and CEO, Coach Callie Consulting
Successful attributes for making you a valuable IT asset. Rolta
In IT industry there is a myth that only technical knowledge can deliver you success. But, a general research shows that only 15% success is dependent on technical knowledge. Other 85% is dependent on some other attributes. Presentation speaks of these traits.
You'll learn to strengthen interpersonal relationships, manage stress and handle fast-changing workplace conditions. You'll develop more effective communication skills and be better equipped to perform as a persuasive communicator, problem-solver and focused leader.
The Science Behind Resistance to Change: What the Research Says & How it Can...KaiNexus
Presented by Mark Jaben, MD
In this webinar, you will learn:
How people form opinions about the validity of continuous improvement
Then neuroscience behind why it's so hard to change minds
Why simply getting "buy-in" doesn't always work
What you need to do to sway opinions, increase engagement, and spread improvement
Members of Connect: Professional Women’s Network share advice for effectively delivering the good, bad and ugly.
Connect: Professional Women’s Network is online community with more than 300,000 members that discusses issues relevant to women and their success. The free LinkedIn group powered by Citi also features videos interviews with influential businesswomen, live Q&As with experts and slideshows with career advice. To learn more and join the conversation in the largest women's group on LinkedIn, visit http://www.linkedin.com/womenconnect.
Teamwork & Culture : Presentation for Live The Dream 2015Lifehack HQ
Chelsea Robinson presents a workshop on Teamwork & Culture at Live The Dream in Wellington in 2015.
This presentation shares tips for organising, culture hacks, and people-centered strategies for building community.
Feedback is the breakfast of champions. This session looks at the practical considerations that enable leaders to give powerful feedback that reinforces or changes behaviour. What are the do’s and don’ts when giving team members feedback that make a difference?
Understanding Lean & Agile Coaching Agile and Beyond 2018Paul Boos
This was my presentation for Agile & Beyond 2018 about Agile Coaching. This covers some basics of Agile Coaching in terms of the many dimensions to consider and how skills play out. It does not go into any of these skills deeply.
Keeping people practically safe is vital but it is people’s wellbeing
and attitude to risk that poses a threat to the organisation’s
performance as you return to the workplace. This simple guide is to help managers promote a confident return to the workplace. And, if you have already started that transition, then these ideas will help you generate greater commitment for individual
performance and contribution.
Craig Weber offers excellent advice and material on the most basic way of creating success, our conversations. An excerpt from the Business901 podcast, Working Conversations; "We don’t focus on the conversations much, partly because we lack the frameworks. We’ve got a lot of good frameworks and strategies out there for how to structure an organization, how to set up your IT. Yes, all the technical stuff we’re good at. The conversation stuff we kind of lack a little structure, lack a little rigor. We’re just not trained to pay attention to it or to give it as much focus as we’re at other aspects of building a good work relationship."
This is a transcription of the podcast. Working Conversations;
A brief primer and introduction to coaching. An easy to understand overview for people in business and leadership positions on coaching, what it is and some benefits.
Coaching skills can help people maximize their strengths and increase responsibility, accountability, creativity and resourcefulness to overcome challenges and achieve results. The primary coaching skills presented in this interactive presentation will focus on the principles of a coaching conversation, listening, the art of asking curious questions, leading cultural change, and how to promote responsibility and accountability to support people to elicit their own solutions and strategies and take action to implement these solutions.
Speaker:
Callie Bland, Executive Coach, RN and CEO, Coach Callie Consulting
Successful attributes for making you a valuable IT asset. Rolta
In IT industry there is a myth that only technical knowledge can deliver you success. But, a general research shows that only 15% success is dependent on technical knowledge. Other 85% is dependent on some other attributes. Presentation speaks of these traits.
You'll learn to strengthen interpersonal relationships, manage stress and handle fast-changing workplace conditions. You'll develop more effective communication skills and be better equipped to perform as a persuasive communicator, problem-solver and focused leader.
The Science Behind Resistance to Change: What the Research Says & How it Can...KaiNexus
Presented by Mark Jaben, MD
In this webinar, you will learn:
How people form opinions about the validity of continuous improvement
Then neuroscience behind why it's so hard to change minds
Why simply getting "buy-in" doesn't always work
What you need to do to sway opinions, increase engagement, and spread improvement
Members of Connect: Professional Women’s Network share advice for effectively delivering the good, bad and ugly.
Connect: Professional Women’s Network is online community with more than 300,000 members that discusses issues relevant to women and their success. The free LinkedIn group powered by Citi also features videos interviews with influential businesswomen, live Q&As with experts and slideshows with career advice. To learn more and join the conversation in the largest women's group on LinkedIn, visit http://www.linkedin.com/womenconnect.
Teamwork & Culture : Presentation for Live The Dream 2015Lifehack HQ
Chelsea Robinson presents a workshop on Teamwork & Culture at Live The Dream in Wellington in 2015.
This presentation shares tips for organising, culture hacks, and people-centered strategies for building community.
Feedback is the breakfast of champions. This session looks at the practical considerations that enable leaders to give powerful feedback that reinforces or changes behaviour. What are the do’s and don’ts when giving team members feedback that make a difference?
Understanding Lean & Agile Coaching Agile and Beyond 2018Paul Boos
This was my presentation for Agile & Beyond 2018 about Agile Coaching. This covers some basics of Agile Coaching in terms of the many dimensions to consider and how skills play out. It does not go into any of these skills deeply.
Principles and dynamcis of scrum coachingKen Power
Slide deck from my workshop at the Global Scrum Gathering Berlin 2014. A framework for coaches and their clients to understand what role is appropriate for coach and needed by clients at different times in their relationship.
this presentation gives basic understanding of What is coaching, Why coaching, Skills required to be a coach, Coaching arc of conversation and basics of coaching models.
This session will utilize coaching skills to create a culture of learning and career development. Do your leaders see employee engagement as a survey, program, or completing a course? Do you want your leaders and employees to convert feedback and conversations into meaningful action and growth? Unconscious bias, resistance to feedback and organizational politics can make it challenging to measure the needs of your teams and organizations. With the coaching skill everyone can be equipped to help drive learning and growth.
A short career planning workshop that I have put together for the students of GIM. I'm over to talk at Samriddhi and thought it might be a good idea to make the most of the time that I am there...
Many CAD / Building Information Modeling (BIM) managers have little to no direct managerial authority over the staffers they support, yet they’re still expected to get results. To make things worse, many times these managers are also engineers, architects, or designers working under severe time constraints while expected to remain billable. In this session we’ll present strategies for interaction with users and project managers that can help you persuade people to comply with key CAD/BIM management directives such as standards, file storage, training, and interdepartmental coordination even though you have no real authority to do so. And as we investigate these strategies we’ll also present ways you can work to gain real authority as a CAD manager over time. Even if you do have some authority today, you’re sure to pickup some great tips in this session.
Re-uploading my User Story Splitting workshop; it seems to have gone missing.
This is a slide deck I have used for helping people learn various user story splitting techniques.
Enriching management is a key way to build Agile Leadership. This presentation helps make this concept of enrichment a bit clearer and how in turn management can learn to enrich its workforce as well. This provides some concrete mechanisms to make servant leadership real, without necessarily calling it servant leadership (shich sometimes doesn't resonate with people).
Your Agile Leadership Journey: Leading People-Managing Paradoxes - Agile Char...Paul Boos
This is the workshop Nicole and I gave at Agile Charm 2020 on Leading people through paradoxes, some of which are described directly in the Manifesto for Agile Software Development. It helps you understand how to use Polarity Maps as leaders for a thinking tool to understand your system.
This is the latest in my series of leadership workshop sessions; this presentation includes the exercises and learning points. To see some of the text properly, you will need to get the free font Dark Roast.
This deck explains how the Pass on Perfection game created by April Jefferson and myself at the 2016 US Agile Coach Camp in Saint Louis. This game combines improv "Yes and..." thinking, the perfection game from the Core Protocols, and a round robin play or pass game mechanic. It is useful for creating ideas and then deciding what should be a part of any minimally viable X (product for example). This particular presentation is the same one given at Agile2019.
Your Agile Leadership Journey: Leading People, Managing ParadoxesPaul Boos
This is the session given at March's AgileNoVA meet-up and is intended for Agile & Beyond 2019. It was also submitted for Agile2019 in the Leadership track.
Business Models in the Non-Profit and Public SectorsPaul Boos
This presentation/practice was given at the Gatineau-Ottawa Agile Tour conference and helps people that work in the non-profit and public sectors understand how they can use a Business Canvas to better understand the value proposition of their organization to its constituents, cost structures and how appropriations/dues/payments can be applied, and to analyze the environment in which their organization lives for possible impacts. This was a talk followed up with some time for people to practice trying to build their own business model.
This is a 90 min talk with some exercises and discussion that I gave at the DHS Agile Expo. It places DevOps as a series of feedback loops and emphasizes agile engineering practices being at the core.
This is the presentation used for my workshop on Catalytic Leadership - helping people understand how they can unleash Fearless Change patterns and Liberating Structures so that anyone can become a leader of change.
This is the final presentation for the Catalytic Leadership workshop given at Agile2017. In this one will learn about about how to lead change through small influences no matter where you are in the organization. It also helps you understand that change needs to be focused on Environment, Support, and Trust and provides a trust model that can be used for this.
This is the presentation slide deck for my 45 minute talk at TriAgile; it discusses how anyone can lead change and gives some techniques that can be used.
My rules - modified based on feedback from the session. If you download the deck, you will see a hidden slide with the original rules for round 2 that people found a bit confusing.
For people unfamiliar, Agile Jenga is a way for learning *why* you want to bring testing forward and particularly to using Test-Driven Development (Design). This was the deck I used to explain the rules at the Games for Agility, Learning, and Engagement meetup.
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
2. Our Agenda
• The goal of this presentation…
• What is this Coach role?
• What do Agile+Lean coaches do?
3. Goal of this presentation…
To help those interested in becoming coaches
know what it takes to become an effective one
AND
To help would-be partners of coaches understand
what to expect…
4. Coach - to - Coachee Exercise
• Break into pairs
• Play rock-paper-scissors
• Winner selects whether they want to be
the coach or the coachee
• All coaches follow me, so I can give you
instructions on what you will be coaching
6. Debrief
• Share with each other your perspectives
on what the coach did well…
• At the end, did the perceptions match?
7. What is this coaching role
anyway?
The International Coaching Federation defines coaching as –
partnering with clients in a thought-provoking and creative process that
inspires them to maximize their personal and professional potential,
which is particularly important in today’s uncertain and complex
environment. Coaches honor the client as the expert in his or her life and
work and believe every client is creative, resourceful and whole. Standing
on this foundation, the coach's responsibility is to:
• Discover, clarify, and align with what the client wants to achieve
• Encourage client self-discovery
• Elicit client-generated solutions and strategies
• Hold the client responsible and accountable
9. Dimensions of Coaching
• Amount of Responsibility
… for Results (Delivery)
… for Improvement
• ‘Level’ in Organization
• Type of Practices (Expertise)
• Size of Group
• Domain Expertise
• Leadership
10. Responsibility Dimensions
counselor mentor partner
facilitator
observer
teacher modeler
advisor expert
"You do it. I will be
your sounding
board.”
"You did ___, you
can consider ___ for
next time."
"We will do it
together and learn
from each other."
"You do it, I will
attend to the
process."
"Here are some
principles you can
use to solve problems
of this type."
"I will do it; you
watch so you can
learn from me."
"You do it; I will
watch and tell you
what I see and hear."
"I will answer your
questions as you go
along."
"I will do it for you. I
will tell you what to
do."
ImprovementResponsibility
Results Responsibility
Slightly Modified from Esther Derby & Don Gray’s Coaching Beyond the Teams Material,
Which they adapted from “Choosing a Consulting Role” by Champion, Kiel, McLendon
11. Responsibility Dimensions
counselor mentor partner
facilitator
observer
teacher modeler
advisor expert
"You do it. I will be
your sounding
board.”
"You did ___, you
can consider ___ for
next time."
"We will do it
together and learn
from each other."
"You do it, I will
attend to the
process."
"Here are some
principles you can
use to solve problems
of this type."
"I will do it; you
watch so you can
learn from me."
"You do it; I will
watch and tell you
what I see and hear."
"I will answer your
questions as you go
along."
"I will do it for you. I
will tell you what to
do."
ImprovementResponsibility
Results Responsibility
Slightly Modified from Esther Derby & Don Gray’s Coaching Beyond the Teams Material,
Which they adapted from “Choosing a Consulting Role” by Champion, Kiel, McLendon
ICF
View
12. Responsibility Dimensions
counselor mentor partner
facilitator
observer
teacher modeler
advisor expert
"You do it. I will be
your sounding
board.”
"You did ___, you
can consider ___ for
next time."
"We will do it
together and learn
from each other."
"You do it, I will
attend to the
process."
"Here are some
principles you can
use to solve problems
of this type."
"I will do it; you
watch so you can
learn from me."
"You do it; I will
watch and tell you
what I see and hear."
"I will answer your
questions as you go
along."
"I will do it for you. I
will tell you what to
do."
ImprovementResponsibility
Results Responsibility
Slightly Modified from Esther Derby & Don Gray’s Coaching Beyond the Teams Material,
Which they adapted from “Choosing a Consulting Role” by Champion, Kiel, McLendon
ACI
View
13. Responsibility Dimensions
counselor mentor partner
facilitator
observer
teacher modeler
advisor expert
"You do it. I will be
your sounding
board.”
"You did ___, you
can consider ___ for
next time."
"We will do it
together and learn
from each other."
"You do it, I will
attend to the
process."
"Here are some
principles you can
use to solve problems
of this type."
"I will do it; you
watch so you can
learn from me."
"You do it; I will
watch and tell you
what I see and hear."
"I will answer your
questions as you go
along."
"I will do it for you. I
will tell you what to
do."
ImprovementResponsibility
Results Responsibility
Slightly Modified from Esther Derby & Don Gray’s Coaching Beyond the Teams Material,
Which they adapted from “Choosing a Consulting Role” by Champion, Kiel, McLendon
Mindful
Coach
View
14. Level and Practice Dimensions
Executive
Middle Mgmt
Functional/Program
Managers
Team
15. Practice Dimensions
• Human Interactions
– Structures, communication paths, emotional responses, biases,
collaboration, culture, climate, etc.
• Process Improvement
– Effectiveness, efficiency, input/output, measures, waste reduction,
etc.
• Technical Practices
– Tools, techniques, scripting/encoding, architecture, testing, etc.
• Product Evolution
– Prioritization, requirements elaboration, customer/user
understanding, maintainability, security, performance, hypotheses,
etc.
• Business Strategy
– Vision, mission, purpose, fulfillment of needs, business models,
revenue/investment streams, etc.
Are there others? Probably…
22. What do Agile + Lean
Let’s start by referring to our
Responsibility Dimensions
&
Coaching Voices
coaches do?
23. Observes what you
do and offers insights
along the way.
States what went
well or not and what
further things to try.
Works through the
problem together
with you.
Helps you through
the activity.
Provides instruction
on principles to solve
problems.
Shows you ways to
solve your problem
with you as an
observer.
Observes you and
provides factual
observations.
Answers your specific
questions as you have
them.
Tells you how to
implement a specific
solution.
ImprovementResponsibility
Results Responsibility
Slightly Modified from Esther Derby & Don Gray’s Coaching Beyond the Teams Material,
Which was adapted from “Choosing a Consulting Role” by Champion, Kiel, McLendon
Responsibility Dimensions
counselor mentor partner
facilitator
observer
teacher modeler
advisor expert
24. Mindful Coaching Voices
Master
Partner
InvestigatorReflector Contractor
GuideTeacher Qs
for:
Action
Outcome
Situation
Examples
What
to
Do
Explain
Models
Challenge
Thinking
Provide
Info
Self-‐Management
Self-‐Awareness
Share
Commitment
Coaching
Relationship
Give
Feedback
Examine
Strengths
Encourage
Reflection
Agree
on
Action
Resolve
Doubts
Follow-‐up
on
Actions
Graphical depiction of
Doug Silsbee’ss The Mindful Coach
25. That feels a bit abstract…
Can we see some examples?
Glad you asked…
26. What role is this coach playing?
Context: the CIOs leadership team wants to
understand what they need to do to allow their
teams to self-organize properly.
• The coach collects concerns that each person has.
• She constructs an agenda/facilitation guide and
conducts a workshop that illustrates the pertinent
aspects about what self-organization is and what
managers can do to help teams focus on solving their
own problem.
• At the end, she gives the leadership team a card with
reminders on it.
30. Context: a team is having trouble
automating tests in Python with the
Quantum GIS application.
• The coach writes 2 rather complicated sets of
examples for automating tests; one for unit tests on
the methods at the plugin level and one for the
server’s RESTful web service.
• Afterwards, the coach provides the examples and
steps through each one with the team.
What role is this coach playing?
33. Most likely:
to learn the situation
then,
to give them specific examples
then,
to hold them accountable to use
Investigator
Guide
Contractor
34. Context: a team is having trouble automating tests
at the UI layer to test the user’s activities with the
Quantum GIS application.
• The coach has never done this before, but both she and two
team members are familiar with Selenium WebDriver, so they
jointly explore automating acceptance tests using Lettuce
integrated with WebDriver in a 3 day spike.
• Afterwards, the team members prepare training material and
facilitate the team through automating two thorny test
scenarios in a coding dojo.
• The Coach provides feedback on the execution of the dojo
by the team members.
What role is this coach playing?
37. Most likely:
to learn the situation
then,
to work with
then,
to provide feedback on their work
Investigator
Guide
Reflector
38. Context: the manager that is having trouble with self-
organization has asked you to meet with the 3 team leads and
he to develop a set of working agreements around decisions.
• Beforehand, the coach starts gathering scenarios that the the team leads
would like to find the manager’s position on, particularly upcoming
scenarios.
• The coach uses these scenarios to play delegation poker asking each time
what level of delegation the manager feels comfortable with while asking
the various team leads to answer with what they would like to see.
• For those that have a gap, he helps each person list what changes the
other could take to get them to a position that gets them to an acceptable
arrangement. These are listed on a chart and a commitment is reached.
• The coach has each person sign it and he then takes a picture.
• As the days unfold where decisions begin being made, he provides
reminders to the commitments made and pointers to the manager (or team
leads if they are assuming too much authority) on what they should be
doing differently.
Last one…
What role is this coach playing?
39. If you answered , then
, you are correct.
Facilitator
counselor
41. Most likely:
to learn the situation
and outcomes
then,
to provide the principles
then,
to bias them to action to try it
then,
to hold them accountable
Investigator
Teacher
Guide
Contractor
44. coaching changes…
Except the nature of the
Shu – Ha - Ri
Basic Coaching of
Values, Principles, &
Supporting Approaches
& Practices
Help People Figure
Out How to Alter
Their Practices in Line
with the Values &
Principles
Provoke Thought on
How to Develop
Their Own Approach
& Practices
Consistent with the
Values & Principles
46. So what role did you play?
• Get back into your coach-coachee pairs;
talk about what role(s) the coach performed
ImprovementResponsibility
Results Responsibility
counselor mentor partner
facilitator
observer
teacher modeler
advisor expert
48. Graphical depiction of
Doug Silsbee’ss The Mindful Coach
What voices did you use?
• Get back into your coach-coachee pairs;
talk about what voice(s) the coach used
50. I want to become a coach.
Where do I go from here?
When you leave here, find a quiet space:
• Take inventory of the roles and voices you feel
comfortable and uncomfortable in sliding into…
– Comfort rolesvoices may be strengths, and you may
also over use them or use them when another be
needed
– Uncomfortable areas are places to grow
• Take inventory of the levels in the organization,
size of the group, practice areas, and industries
where you are also comfortable or uncomfortable.
• Tailor your approach to utilize your strengths and
work to build those weak areas.
51. I want to hire a coach.
What should I consider?
When you leave here, find a quiet space:
• Take inventory of where you think you need help.
• Ask yourself the following:
– What if the coach comes back and has observations
or feedback that is different than what I think I need?
What will be my reaction?
– How will I handle the direct feedback my coach will
give?
– What specific levels within the organization or in a
specific practice areas or domains do I want the
coach operating within..?
– Am I willing to partner with the coach for mutual
gain?