Third Leg of the Stool

Art Pittman

TriAgile

June 30, 2016

Question

When the contract ends

and the Agile coaches

turn their backs and walk away,

Who sustains the Agile Transformation?

Agile TransformationsAgenda

Enterprise Coach

TeamCoach

LeadershipCoach

Agile Coaches

ICF

Co-Active

CCL

Role

Pressures

Ease Their Pain

Managers

Coaching Skills

My Background

Executive & Leadership Coaching

Academic Mindset & Research

IT & Agile Experience

Who Are You?

• Enterprise Coaches

• Team Coaches

• Technical Team Members

• Scrum Masters

• Product Managers

• People Managers

Emily

Enterprise & Team Coach

What roles do they play?

Who do they Coach?

What are their goals?

Ted

Emily

Enterprise Coach

Your Ideas

1. What roles do they play?

2. Who do they Coach?

3. What are their goals?

Emily

“Deep experience in leadership coaching, organizational transformation, and Agile practices at the enterprise level.”

“Help leadership & team members remove the barriers and embrace the transformation.”

Emily

Scrum IncScrum@Scale

• Understand scale, distribution, saturation and velocity--the four dimensions required to scale Scrum throughout an organization

• Understand how to do release planning with multiple teams

• Learn the key indicators to measure at the Enterprise level

• Modular Framework for Scaling Scrum

Emily

Scrum.orgScaled Professional Scrum

• Confirms that you know appropriate agile practices & scaling fundamentals you could apply to multiple Scrum teams working together

• Nexus

Emily

• Business Agility

• Working with Leaders– Understanding and Working with Executive Teams

– Understanding Executive Coaching vs Advising

– Understanding Leadership Development

• Organizational Culture and Alignment– Understanding Organizational Culture

– Engaging Leadership in Conversation about Culture

Enterprise Coaching Roles (ICAgile)

• Professional Coaching

• Mentoring & Advising

• Facilitating

• Teaching

• Transformation Agent

• Business

• Technical

Emily

Emily

Enterprise Agile Coach Summary

• Focus on Enterprise Agile Processes

• Less Focus on Leaders

• Help Organization Deliver Faster

Ted

Team Coach

Your Ideas

1. What roles do they play?

2. Who do they Coach?

3. What are their goals?

Ted

Scrum AllianceCertified Team Coach

• Some formal or informal education about coaching

• Good working knowledge of Agile & Lean values, principles & practices

• Helped individuals & teams to understand & apply Agile and Lean values, principles, & practices effectively

• Understand the dynamics, patterns, & development of teams

• Clearly describe the difference between consulting & coaching and know when to apply each

Ted

ICAgileAgile Coach

• Fully understand the difference between a coach & other team members

• Can negotiate their role within a given context of other roles in their organization so they can healthfully coexist & help others fully take up their roles in ways that enhance the practice of Agile

Team Coaching Roles (Scrum Alliance)

• Coaching

• Facilitation

• Training

• Mentoring

• Impediment management

• Leadership in support of collaboration

• Development consistency

• Value delivery across multiple teams & departments

Ted

Who Do You Coach?

Ted

• Tech team members

• Product Owners

• Scrum Masters

• Project managers

• Portfolio managers

• Business people

• Others…

Art

My Current Team’s Ideas

• Hold individuals & team accountable to self

• Teach Agile, Scrum, People skills, best practices, etc.

• Help facilitate meetings as needed

• Protect team from org craziness

• Coach/teach team managers their new role for the team

• Stay out of all HR issues

• Liaison & connector to org transformation team

• Help elevate team to be more successful

• Highlight progress (Agile assessment), give feedback & challenge team

Art

Team Agile Coach Summary

• Focus on Building a Team

• Focus on Team Agile Processes

• Less Focus on Leaders

• Help Teams Deliver Better Software Faster

Leadership Coach

Your Ideas

1. What roles do they play?

2. Who do they Coach?

3. What are their goals?

Leadership Coach

Role

• Leadership Coach

Who

• Technical & business front line & middle managers

Goals

• Help develop mangers as coaches for their new role

• Help mangers develop new set of skills– People skills vs technical skills

– Approach taken with each situation & person

– Focus on developing people

Agile Transformations

Enterprise Coach

TeamCoach

Agile Leadership

Coach

Agile Coaches

ICF

Co-Active

CCL

Role

Pressures

Ease Their Pain

Managers

Coaching Skills

Coaching Defined

“Partnering with clients

in a thought-provoking and creative process that

inspires them to maximize their

personal and professional potential.”

Coaching Defined

“Co-Active Coaching begins by holding the coachee as naturally creative, resourceful &whole, & completely capable of finding their own answers to whatever challenges they face.

The job of a Co-Active Coach® is to ask powerful questions, listen & empower to elicit the skills & creativity a client already possesses, rather than

INSTRUCT or ADVISE.”

Coaching Defined

“A formal one-on-one relationship between a coach and a coachee, in which

the two collaborate to assess and understand the coachee and his or her development needs, challenge current constraints

while exploring new possibilities, and ensure accountability and support for reaching goals and sustaining development.”

ICF Coaching CompetenciesSetting the Foundation

1. Meet Ethical Guidelines & Pro Standards2. Establishing Coaching Agreement

Co-creating the Relationship3. Establishing Trust & Intimacy with Client4. Coaching Presence

Communicating Effectively5. Active Listening6. Powerful Questioning7. Direct Communication

Facilitating Learning & Results8. Creating Awareness

9. Designing Actions10. Planning & Goal Setting11. Managing Progress & Accountability

5 Co-Active Coaching Contexts

CoachingContexts

Listening

Intuition

CuriosityForward &

Deepen

Self Management

Coaching Focus – 3 Levels of Listening

Level 1 - Internal Listening

All about Me

Level 2 - Focused Listening

All about You

Level 3 – Global Listening

All about Us

Consulting Happens

Here

Coaching Focus – 3 Levels of Listening

Level 1 - Internal Listening

All about Me

Level 2 - Focused Listening

All about You

Level 3 – Global Listening

All about Us

Coaching Happens

Here

Asking Questions

Closed-Ended

They give you facts

They are easy to answer

They are quick to answer

They keep control of the conversation with the questioner

Open-Ended

They ask the respondent to think and reflect

They will give you opinions and feelings

They hand control of the conversation to the respondent

Self-Management

Your ability to use awareness of your emotions to stay flexible and positively direct your behavior.

Emotional Intelligence 2.0, Bradberry & Graves, 2009

Assessment

Challenge Support

Results

Agile Transformations

Enterprise Coach

TeamCoach

Agile Leadership

Coach

Agile Coaches

ICF

Co-Active

CCL

Role

Pressures

Ease Their Pain

Managers

Coaching Skills

Managers

Your ideas

1. What roles do they play?

2. Who do they Coach?

3. What are their goals?

Management Role

Create Team Shared Leadership

• Collective influence of team members on each other which significantly improvesteam & organizational performance

1. Internal Team Environment

2. External Team Coaching

Shared Leadership in Teams, Carson, et al., 2007

Internal Team Environment

Shared Purpose

• Team understands primary objective

Social Support

• Team gives encouragement & recognition to each other

Voice

• Team participates & has input how to do work; this increases engagement, involvement & commitment

Shared Leadership in Teams, Carson, et al., 2007

External Team Coaching

Supportive Coaching

• Helps develop team capabilities & motivation

• Helps team become autonomous & self-directed

NOT Active Coaching

• More likely to undermine self-management, initiative & autonomy & inhibit Shared Leadership

Shared Leadership in Teams, Carson, et al., 2007

Shared Leadership Summary

“When an internal team environment is supportive, coaching by the external leader is less critical for the emergence of shared leadership;

however, when an internal team environment is unsupportive, coaching interventions are important for filling a role that is not being filled by the team.”

Shared Leadership in Teams, Carson, et al., 2007

The Perfect Team

• Were the best teams made up of people with similar interests?

• Or did it matter more whether everyone was motivated by the same kinds of rewards?

• How often did teammates socialize outside the office?

• Did they have the same hobbies? • Were their educational backgrounds similar? • Was it better for all teammates to be outgoing or

for all of them to be shy?

What Google Learned From Its Quest to Build the Perfect Team, Duhigg, 2016

The Perfect Team

Google, 2012, Project Aristotle

“Study hundreds of Google’s teams and figure out why some stumbled while others soared”

What Google Learned From Its Quest to Build the Perfect Team, Duhigg, 2016

The Perfect Team

• 180 teams & lots of data

• No mix of specific personality types or skills or backgrounds made any difference

“The ‘who’ part of the equation didn’t seem to matter. At Google, we’re good at finding patterns. There weren’t strong patterns here.”

What Google Learned From Its Quest to Build the Perfect Team, Duhigg, 2016

The Perfect Team

• Displayed “Conversational Turn-Taking”– Everyone spoke roughly the same amount

• High “Average Social Sensitivity”– Knew when someone was feeling upset or left out

Psychological Safety – Team climate characterized by interpersonal trust & mutual respect in which people are comfortable being themselves.

What Google Learned From Its Quest to Build the Perfect Team, Duhigg, 2016

The Perfect Team

“What Project Aristotle has taught people within Google is that no one wants to put on a ‘‘work face’’ when they get to the office.”

“No one wants to leave part of their personality & inner life at home.”

What Google Learned From Its Quest to Build the Perfect Team, Duhigg, 2016

Middle Managers Role

Roles becoming more wide-ranging & challenging

• Agents of Change

• Focus of change

• Acquiring greater responsibility & empowerment

“Organizational performance is heavily influenced by what happens in the middle”

The Moderating Effect of Organizational Change Cynicism, Bartona & Ambrosinib, 2013

Pressures

Simultaneously handle…

• Implementing change (substantive concerns)

• Keeping senior managers happy (political concerns)

• Addressing interests & anxieties of employees (relational concerns)

“Process unstructured streams of information and find solutions under conditions of unclear cause-and-effect relationships”

The Competing Roles of Middle Management, Bryant & Stensaker, 2011

Sustainable Agile Transformation (SAT)

• Team Coaching– Delivery teams includes product management

• Enterprise Coaching– Portfolio, program, project Management (PMO)

– Awareness & remove organizational dependencies

– Budgeting & finance leaders

• Leadership Coaching– Team people managers (direct line managers)

– Managers of managers (middle managers)

Agile Transformations

Enterprise Coach

TeamCoach

Agile Leadership

Coach

Agile Coaches

ICF

Co-Active

CCL

Role

Pressures

Ease Their Pain

Managers

Coaching Skills

Question

When the contract ends

and the Agile coaches

turn their backs and walk away,

Who sustains the Agile Transformation?

Thank You

Art Pittman

art@innerjoining.com

336.391.6588