True Agile CoachingAnte Up Coaching for Big Rewards

What are the activities of an Agile

Coach?

Write activities on sticky notes and place on flip chart

John%Miller%CSP,CSM,&CSPO,&PMP,&ITIL,&HDI&SCD&

• 15#years#project#&#management#experience#• Agile#Coach#

“Your#Agile#Guide#on#the#Side!”#

The beginning of wisdom is a definition of terms

-Socrates

”

“

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)client1generated)

solu6ons)and)strategies)

Hold)the)client)responsible)and)accountable)

Who’s The

?

My life and work

situations

Helping you find next

actions and reap the

learning from your action

“ Rather than fixing or changing anything,

reveal the system to itself ”-Lyssa Adkins - Coaching Agile Teams Workshop

It might be valuable,

but it ain’t coaching

if...

Associate Certified CoachMinimum Skill Requirements

“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.

”

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....

”

“

coach appears to be listening for the place where the coach can demonstrate their knowledge about the topic

Wait for it....

”

“

if the majority of questions contain already pre-determined answers by the coach

Wouldn’t planning poker

be a better way?

”

“

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.

”

“

the coach seems to substitute assessments or standard coaching exercises for powerful questioning or inquiry

Time for our weekly Scrum assessment on

Survey Monkey!

”

“

SupportDiscovery

Evoke Solutions

ExpertiseDiagnose

Implement

Evokes Client’s Own Advise Own Counsel

GuidanceAdvise

Counsel

Evokes Client’sDance in the Moment

No Curriculum

Instructor GoalsLinear Path

Set Curriculum

Evokes Client’sDance in the Moment

No Curriculum

Instructor GoalsLinear Path

Set Curriculum

TransformationalOutside the structureIndividuals & Interactions

IncrementalIncremental AdviceWithin the StructureInteractions

Are Agile Coaches mostly

Coaching?

Stupid Question of the Day...

What is Agile?

THERE Are NO AGILE METHODs

Gee wiz, what might True Agile Coaching look like?

Agile Facilitation and Coaching CompetenciesBuilding the Bridge between Coaching & Agile

COACHING AGILE

COACHING AGILE

Evoke Transformation

PAIR NICELYCo-Active and Agile

Coaching Long Stance

@gileAgile

Resonance

Agile -based Coaching Structures

Co-Active AgileEvoking Transformation Through Authentic Agility

Co-Active Agile

CoachingApproach

AGENDA

@gile@gile

agenda

Co-Active AgileEvoking Transformation Through Authentic Agility

3 A’s of Co-Active

Agile Coaching

Long StanceCoaching

COACHING AS THE LONG SWORDAGILE AS THE SHORT SWORD.

Coaching is Primary. Agile Supports.

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

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

Agile Dev Survey

Agile Methods & Practices

SPECIFIC ORGANIZATIONAL ISSUES CITED

Failure to integrate people

Failure to teach team-based culture

Communication between Dev/Product Owner Whe.>"I o..s.'r\.e.d who.. t- we.l"e. t-he. ot-3o..>"llU.. t-lo>"loJ 'f>l"oble.ms. be.h l>"ld "'"'.'.) o..3 t-l"e.S.'f>O>"lde.>'\t-S. mos.t- "' t-o l>"lt-e.31""' t-e. t-he. ,..13ht- 'f>e.ot>Je., at- t-o "' t-e.o..m -bo..s.e.d

ROLE OF THE 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..

Communication between Dev/QA

ScrumMaster problem

Has only 1 team

Has 2-5 teams

Has 5+ teams

Has Product Owner responsibilities

Has Management responsibilities

Has duties outside traditional role

BARRIERS TO FURTHER AGILE ADOPTION

I-------' 2&

11% 17%

52%

7th ANNUAL STATE of

AGILE

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

VERSION ONE" Agile Made Easier

Trying to fit agile elements into a

non-agile framework

31% Management

support

41%

33% Availability of

personnel with right skill s

VERSIONONE.COM © 2013, VersionOne, Inc. All Rights Reserved 7

Version one State of Agile 2012

Agile Dev Survey

Agile Methods & Practices

SPECIFIC ORGANIZATIONAL ISSUES CITED

Failure to integrate people

Failure to teach team-based culture

Communication between Dev/Product Owner Whe.>"I o..s.'r\.e.d who.. t- we.l"e. t-he. ot-3o..>"llU.. t-lo>"loJ 'f>l"oble.ms. be.h l>"ld "'"'.'.) o..3 t-l"e.S.'f>O>"lde.>'\t-S. mos.t- "' t-o l>"lt-e.31""' t-e. t-he. ,..13ht- 'f>e.ot>Je., at- t-o "' t-e.o..m -bo..s.e.d

ROLE OF THE 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..

Communication between Dev/QA

ScrumMaster problem

Has only 1 team

Has 2-5 teams

Has 5+ teams

Has Product Owner responsibilities

Has Management responsibilities

Has duties outside traditional role

BARRIERS TO FURTHER AGILE ADOPTION

I-------' 2&

11% 17%

52%

7th ANNUAL STATE of

AGILE

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

VERSION ONE" Agile Made Easier

Trying to fit agile elements into a

non-agile framework

31% Management

support

41%

33% Availability of

personnel with right skill s

VERSIONONE.COM © 2013, VersionOne, Inc. All Rights Reserved 7

Version one State of Agile 2012

Agile Dev Survey

Agile Methods & Practices

SPECIFIC ORGANIZATIONAL ISSUES CITED

Failure to integrate people

Failure to teach team-based culture

Communication between Dev/Product Owner Whe.>"I o..s.'r\.e.d who.. t- we.l"e. t-he. ot-3o..>"llU.. t-lo>"loJ 'f>l"oble.ms. be.h l>"ld "'"'.'.) o..3 t-l"e.S.'f>O>"lde.>'\t-S. mos.t- "' t-o l>"lt-e.31""' t-e. t-he. ,..13ht- 'f>e.ot>Je., at- t-o "' t-e.o..m -bo..s.e.d

ROLE OF THE 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..

Communication between Dev/QA

ScrumMaster problem

Has only 1 team

Has 2-5 teams

Has 5+ teams

Has Product Owner responsibilities

Has Management responsibilities

Has duties outside traditional role

BARRIERS TO FURTHER AGILE ADOPTION

I-------' 2&

11% 17%

52%

7th ANNUAL STATE of

AGILE

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

VERSION ONE" Agile Made Easier

Trying to fit agile elements into a

non-agile framework

31% Management

support

41%

33% Availability of

personnel with right skill s

VERSIONONE.COM © 2013, VersionOne, Inc. All Rights Reserved 7

Version one State of Agile 2012

Coaching is based on the idea that our thoughts cause our behaviors

Culture Is Beliefs & Behaviors

Yet, we lead with the short sword of Agile methods

Transforming beliefs requires the long sword

of coaching

Long StanceCoaching

Fulfillment- discoverunique values-Agile Resonance

- identifyself-defeating influences

- create visionfor a compelling future (Big A Agenda)

“Big A Agenda”. Not Primarily Agile Transformation.

Fulfilling THEIR values, may include Agile values.

Not Agile Assimilation

Evoke Their Transformation

AGENDAWhat we want to become. The

Metaview

@gile

@gileWhat Agile values we want to fulfill. What Resonates with the client’s

AGENDA

agenda

Co-Active AgileFulfillment and Resonance

3 A’s of Co-Active

Agile Coaching

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

Contact Theory

Agile Blending with current culture

Builds on current strengths

Pull versus Push

Resonance is not seen as a contaminant

Agile Resonance

Evoke Authentic Transformation

Seek Resonance for

Client’s Authentic

Agility

What Agile values do we gravitate towards?

What Agile values resonate with our current values?

What Agile values cause dissonance?

Agile Resonance Powerful Questions

BalanceSee 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

AGENDA

@gile@gile

agendaSetting goals. Incremental

actions to A and @. Particular

events.

Co-Active AgileBalance

3 A’s of Co-Active

Agile Coaching

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!

Cool. Teach Them!

But, it ain’t Coaching if that is mostly what

you are doing!

There is a different perspective....

“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

Perspec've)!

Choice)

Co.Ac've)Strategy!

Commitment)

Ac'on)

Balance Agile Coaching

Perspec've)!

Choice)

Co.Ac've)Strategy!

Commitment)

Ac'on)

+ Agile Perspectives

Balance Agile Coaching

Perspec've)!

Choice)

Co.Ac've)Strategy!

Commitment)

Ac'on)

+ Agile Perspectives

+ Agile Approaches

Balance Agile Coaching

Perspec've)!

Choice)

Co.Ac've)Strategy!

Commitment)

Ac'on)

+ Agile Perspectives

+ Agile Approaches

Balance Agile Coaching

+ Agile Structures

is based on the idea that our thoughts cause our feelings and behaviors

-National Association of Cognitive-Behavioral Therapists

Cognitive Behavioral Agile Coaching

Ac#va#ng(Event(

Beliefs(

Consequence(

Dispute(

PRESENTING AGILE PERSPECTIVES IS DIFFERENT THAN BEING A HALF STEP AHEAD

REQUESTS &

CHALLENGES

Admit it. This happens

with Agile adoptions.

emotionally-charged issues.

chaos, confusion and inertia

PROCESS help clients work through emotionally-charged issues.

chaos, confusion and inertia are part of a client’s forward motion

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

Whole

Person

Work

Life

AgileCoach

this

Coach

that

And yes,

this

Coaching Structures

anything that reminds clients to be in action in the areas they have committed to

View Scrum as a Coaching Structure

Every Meeting & Artifact

Scrum Asks powerful questions!

Scrum reveals the system to itself!

Scrum makes visible the action committed to and progress to it!

The Coach as an Information

Radiator

Agile Coaching

Structures

Use Agile based methods, artifacts, and tools as coaching structures

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

Agile Coaching Patterns & Anti-Patterns

Coaching Agile Stock

Online Coaching Tools

Text

TransparencyIntegrate to

StockKanban/Scrum

ADAPTing to AgilityMichael Cohn

Online Agile Coaching Michael Cohn

“Set patterns, incapable of adaptability, of pliability, only offer a better cage.

Truth is outside of all patterns.” 

DANCE IN THE MOMENT

CoachingStructuresfor Agile

Coaching and psychology tools and structures to evoke Agility

Powerful Agile

QuestionsA powerful Agile question is expansive and opens up further vistas for the client.

What does honoring

Individuals & Interactions look

like for us?

What does moving into

Fulfillment of Customer

Collaboration look like?

What is it to value Working Software right

now?

What is it Respond to

Change for you in this moment?

What does it mean to honor

our Agile values in this situation ?

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?

Constellations

Customer Collaboration

Responding to Change

Working Software

Individuals and

Interactions

Resonance

Org Value 2

Org Value 1

Org Value 3 Me/Us

Me/Us

Customer Collaboration

Respon

ding

to C

hang

e

Working

Software

Individuals

and

Interactions

Resonance

Org

Value 2

Org

Value 1

Org Value 3

Wheel of Agile Management

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

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 MillerAgile 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

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 MillerAgile 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

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 MillerAgile 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

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 MillerAgile 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

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 MillerAgile 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

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 MillerAgile 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

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 MillerAgile 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

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 MillerAgile 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

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 MillerAgile 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

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 MillerAgile 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

Flourish)Retrospec/ve)

3)

3)

4)

2)

3)

0)

1)

2)

3)

4)Posi/ve)Emo/on)

Engagement)

Releatedness)Meaning)

Achievement)

Flourish)Retrospec/ve)

Flow%Retrospec-ve%

3%

3%

4%

2%

3%

0%

1%

2%

3%

4%Centering%

Clarity%

Challenge%Choice%

Commitment%

Flow%Retrospec-ve%

Flow%Retrospec-ve%

3%

3%

4%

2%

3%

0%

1%

2%

3%

4%Centering%

Clarity%

Challenge%Choice%

Commitment%

Flow%Retrospec-ve%

Flow%Retrospec-ve%

3%

3%

4%

2%

3%

0%

1%

2%

3%

4%Centering%

Clarity%

Challenge%Choice%

Commitment%

Flow%Retrospec-ve%

Flow%Retrospec-ve%

3%

3%

4%

2%

3%

0%

1%

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4%Centering%

Clarity%

Challenge%Choice%

Commitment%

Flow%Retrospec-ve%

Flow%Retrospec-ve%

3%

3%

4%

2%

3%

0%

1%

2%

3%

4%Centering%

Clarity%

Challenge%Choice%

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Mastery(( Autonomy(

Purpose( Relatedness(

Pink(

DRiVE Retrospective

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

Agile Resonance

Scrum as a Coaching Structure

...through Agile

Co-Active Agility

Radical Client Trust

@gileAgile Made

to Stick

Value gained

regardless of Agile success

Coaching Long StanceBenefits

•  Resources(Resources

http://www.icagile.com/CoachingAndFacilitationTrack.html

http://www.coachfederation.org/

http://www.thecoaches.com/

Discussion