THE MAKING OF A LEAN-AGILE COACH

LUCA MINUDEL

COACH AT:

CARLO BESCHI

AGILE-LEAN PRACTITIONER AT:

AGILE-LEAN COACH AT:

WHAT A COACH DOES: RESPONSIBILITIES & ARTEFACTS

LEAN-AGILE COACHING COMPETENCY FRAMEWORK

Lean-AgileMentoring

Lean-Agile Teaching

ProfessionalCoaching

Facilitating

Lean-Agile Mastery

LEAN-AGILE COACHING IS FOR …

FOUNDATION: A COACHING APPROACH

Individuals Teams Multi-Teams

Pillars of Agile CoachingOrganisation

Picture credits to: Ryan Behrman

THE COACHING STANCE

THE COACHING STANCE: AT THE HEART OF THE FRAMEWORK

Lean-AgileMentoring

Lean-Agile Teaching

ProfessionalCoaching

Facilitating

Lean-Agile Mastery

THE COACHING STANCE: AT THE HEART OF THE FRAMEWORK

Lean-AgileMentoring

Lean-Agile Teaching

ProfessionalCoaching

Facilitating

Lean-Agile Mastery

The ability of the coach, when needed, to:

The most distinctive characteristic of Coach role. What makes it different from a consultant, advisor, or an evangelist.

THE COACHING STANCE: AT THE HEART OF THE FRAMEWORK

Lean-AgileMentoring

Lean-Agile Teaching

ProfessionalCoaching

Facilitating

Lean-Agile MasteryThe most distinctive characteristic of Coach role.

What makes it different from a consultant, advisor, or an evangelist.

The ability of the coach, when needed, to:

1. Maintain neutralitydomain = honor coachees ability & expertiseoutcome = honor coachees agenda, preferences & decisions

2. Promote independencebuild autonomy & reduce reliance on external coaches

3. Don’t colludewith desire to accommodate obstacles or limitations

4. Serve self-reflection

THE COACHING STANCE: SERVING SELF-REFLECTION

In 1990, Voyager 1 spacecraft was at the fringes of the solar system.

Before leaving the Solar System, Voyager 1 turned its camera around,

and took one last photograph of its home planet, planet Earth.

In that picture, planet Earth is one Pale Blue Dot, one of 640,000 pixels:

THE COACHING STANCE: SERVING SELF-REFLECTION

That pale blue dot, is the aggregate of joy and suffering

of everyone you know, everyone you ever heard of,

every human being who ever was.

In all the cosmic obscurity, in all this vastness,

there is no hint that help will come from elsewhere to save us,

except from ourselves.

Carl Sagan

THE COACHING STANCE: SERVING SELF-REFLECTION

Video https://youtu.be/9T0IohfMKKc

SELF-ASSESSMENT RADARS

SELF-ASSESSMENT RADARS: PURPOSE

With radars you can:

• better understand where your stand

• visualise your opportunities for personal

development in different areas

• collect feedback, measure & track your

progress over time.

You can also help other coaches do the same.

SELF-ASSESSMENT RADARS: SKILLS AND PERSONAL TRAITS

SELF-ASSESSMENT RADARS: CARLO’S RADARS

1. Understand the tool

2. Fill the self-assessment radars

3. Have a mentoring session

4. Set a few improvement goals

5. Do stuff!

6. Get feedback from the people you work with

7. Update the self-assessment radars

USING THE RADARS WHITIN AN AGILE COACH PRACTICE

• As a personal tool

• While starting a lean-agile coach practice: • to design the role, and a career

path• to support internal candidates self-

assessments• to grow the internal agile

capability

• While recruiting external coaches:• to design the role• for candidates self-assessment• mentoring session as a step in the

process

• For an Agile Coach Camp session

AWA CONSULTANCY, INTERNAL USE

AWA CONSULTANCY, LONDON / NEW YORK CLIENT

FILLING YOUR RADAR

LEAN-AGILE COACHING COMPETENCY FRAMEWORK

Lean-AgileMentoring

Lean-Agile Teaching

ProfessionalCoaching

Facilitating

Lean-Agile MasteryTechnicalProduct &

Business Organisational &

Transformation

SELF-ASSESSMENT RADAR: RATING

Rating is personal/relative, it doesn’t work for

comparing two coaches.

Rating yourself too high or too low would

defeat the purpose.

A Radar is primarily a placeholder for a

coaching/mentoring conversation.

Level 0 Tourist: Never heard about that!

Level 1 Just starting: Rule based behavior, strongly limited and inflexible

Level 2 Improving: Incorporates aspects of the situation and context

Level 3 Capable: Act consciously taking into account long term goals and plans

Level 4 ExpertSees the situation as a whole and acts from personal conviction, invents and

introduces small scale innovations, personal improvement is self-sustaining

Level 5 GlobetrotterHas an intuitive understanding of the situation and zooms in on the central aspects,

has an easy and creative way of doing things, invents and introduces large scale innovations to deal with truly unique situations.

SELF-ASSESSMENT RADAR: RATING

SELF-ASSESSMENT RADAR: IMPROVEMENT PLAN

1. Identify and write down one competence you

really wish to improve.

2. Think about one improvement action you can

take in the coming weeks.

3. Identify what feedback you can collect, and

from whom, to measure progress.

A COACHING CONVERSATION

INSTRUCTIONS: ACTIVE LISTENING TO CREATE A THINKING ENVIRONMENT

• Give the person who’s speaking your undivided attention.

• Listen deeply.

• Feel free to ask questions, if something is very unclear to

you. Feel free to stay silent.

• Restrain yourself from providing answers/suggestions.

• Acknowledge what you are hearing. Nod. Appreciate.

• Be there. At ease. Simply. Fully. Wholeheartedly.

RESOURCES1) ON-LINE RADARS, DETAILED LEVELS, BOOKS/TRAINING, ETC.

2) SLACK CHANNEL

WWW.SMHARTER.COM

TWITTER: @CARLOZTWITTER: @LUKADOTNETTWITTER: @SMHARTERLTD

THANK YOU !