Coaching Sutra - Book for Agile Coaches

This book can change your life……

AcknowledgementsThis book has been shaped by the contributions of many people. I’d liketo wholeheartedly thank everyone who reviewed chapters, sharedstories, or provided advice. All my friends and colleagues from currentand previous organization helped me to build this book.

8/27/2017 Facets of Agile Coaching: Coaching for a successful team | Chandan Lal Patary | Pulse | LinkedIn

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Facets of Agile Coaching: Coaching for asuccessful teamPublished on July 22, 2015

Wikipedia says : The adage "A picture is worth a thousand words" refers to thenotion that a complex idea can be conveyed with just a single still image. It also aptly

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and do ....

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8/27/2017 Homework for an Agile Coach before starting NE assignment! | Chandan Lal Patary | Pulse | LinkedIn

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Homework for an Agile Coach beforestarting NE assignment!Published on July 30, 2015

When we start new assignment, let us look into these aspects and see where team standsand then help team to increase the maturity against all these areas.

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Motto should be produce a GREAT software by applying agile.

Coach can transform team by the team by changing their way of thinking, doing, andunlearning old way of operating. How coach can help? Good observation skill,structured feedback, mentor and support to the team members. Coach has to be optimistand should have characteristic of a good leader (walk the talk).

Let us have a look how Agile coach should start....

What business or context team is operating? How many team members? at whatexperience level? Let us understand the business complexity. It will help us toproceed considering many factors which influences the business. e.g. are weworking for banking application development, developing any mission criticalsoftware which will be used in healthcare domain, or some gaming applicationproduct etc.

What are the current practices following by the team and what are the ways we canoptimize the working practices. Optimizing the work will help us to know thevalue flow and identify the waste in the value stream process flow. All theseexercises will help us to take any initiative valid for the team .Adaptability andfitment to the team will be highest if we consider all these factors.

When we have understood the flow, analyzed the current operating model we cansimplify the work flow and explain the team members about the benefit with thenew way of working. Couple of iteration team will experiment the new way of




working and improve wherever require which will become a standard process forthe team for their need.

In this discovery path team will solve this new initiative together which will helpteam to increase bonding among themselves and they will become self-organizeover a period of time.

As a part of coaching coach need to identify how this new process bring technicalExcellency as a part of deliverables. There are several software practices can beinitiate which can enable technical excellence in the product development. Allgood design practice as an incremental way can enable team to grow and develop asuperb product.

As a part of coaching coach need to see how we can sustain any initiative team hastaken to improve the current situation.as People involvement is very high, coachneed to always help team members to grow and build process around the people.Need to empower team members to decide and see how any initiative if fails alsoresultants into learning.

People development is a one ongoing agenda which coach should always inhis/her work list. Deploy best practices available in the industry and improve thepeople and their competency. Check with the line organization what can be done toimprove the team members complain if there are any.

Agile coach need to demonstrate to all the stakeholders how we are becomingbetter and better. There should be some mechanism to collect the data which shows




this evidence. It could be demo or deliverables which end user appreciates. Thereshould not be too much overhead metrics which demotivates the team members.

Agile coach need to support team members they way meeting has been conducted,workshop has been conducted, communication is happening with the stakeholders.How can we maximize the output if there are any gap?

Agile coach need to help to create an environment where team members willing tocontribute, share, care with others. Place where everyone would like to be part of.This will take some time to build such cultural transformation. The goal is to createa environment where everybody care each other, respect each other, willing toexperiment and fail and learn from the same. No blame whenever any incidenthappen. Encourage any positive way of looking at the event.

Avoid any type of command and control symptom. Except team no one decides.Team decides and we trust the team members. No manger should tell team what todo and how to do. No manager should micromanage any situation.

Coach should focus on collaboration, how efficiently team members arecollaborating with others. Help them to do this exercise more efficiently. This willresult into an efficient execution process.

Create a culture for collaboration. Encourages team members to be moreextroverted and to communicate proactively in a non-judgmental environment.




Coach need to ensure frequent deliverables from the team which can beconsumed by the end user. In this process learning will be fast, discovery of theunknown unknown will be fast. Tools and infrastructure has to enable to achieveexecution speed and faster frequent delivery.

Ensuring that the team keeps their focus on producing a potentially consumablesolution each iteration to the end user. Every certain interval team capture the enduser satisfaction by discussing with them.

Team assess the value delivery process, if there are gaps, team work on to efficientthis delivery process. Let team build culture of asking 5 WHY questions so thatthey validate each and every assumption.

Encourage the story telling culture where each team share the best practices.Coach builds community of best practioner. Involve other related departments likeHR, supply chain, training etc. to be part of the agile story so that they also startchanging.

There will be always some resistance from team members regarding newinitiative, coach has to experiment different approach to get the buy in form theteam members. Coach can propose like we have common problem and ask helpfrom team members. New idea will come and coach can agree with the team andimplement to solve the problem.

Coach has to create a space for himself/herself into the industry by sharing bestpractices and contributing to the community by writing blogs/books etc.




Build a designation less world where every once contributes. No hierarchy and flatstructure.

Transformation is a journey for the team, it cannot happen in a month. Coach shouldhave belief, trust and patience to see the changes happening. Senior managementinvolvement and encouragement catalyze the transformation process. These some of thethoughts which can help an agile coach to start the journey.

At the end,Let us look for opportunity to increase execution speed, let us increaseincremental delivery, let us reduce feedback loop, let us adapt fast, let us collaborate,and let us look for opportunity to involve end user as much as possible, Let us improvevalue generation, let us build people.Let us build a superb product which customerloves.

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8/27/2017 Different Coaching models for Agile coaches to use | Chandan Lal Patary | Pulse | LinkedIn

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Different Coaching models for Agilecoaches to usePublished on August 26, 2015

Coaching is a way of enabling others to act and build on their strengths.

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To coach is to care enough about people to invest time in building personal relationshipswith them.

There are number of coaching model Agile coach can refer.We as a agile coach shouldknow all the available coaching models.We need to know which one to use when.

There are few

a) GROW

b) TGROW

c) OSKAR

d) OUTCOMES

e) SPACE

f) ACHIEVE

g) POSITIVE

a) GROW model : The GROW model was developed by Graham Alexander and JohnWhitmore.The name is an acronym with each letter standing for a different phase of the




model.GROW stand for below picture

The GROWmodel is easy to apply and check for the result.These are not sequential steps.The goalmust be SMART to measure output.GROW model, devised by Sir John Whitmore in theclassic book ‘Coaching for Performance’, which first appeared as long ago as 1990.

b) TGROW model: Eminent coaching guru Myles Downey felt that additional elementwould make GROW model more pertinent in the environment of organization.Downeyfelt that first element of a coaching model should be "TOPIC", creating the acronymTGROW.




Topic – thiscovers the wider environment that impacts on the specific issue to be addressed throughcoaching. It will reflect the level of importance the issue has within that wider area andthe impact it may have on the coaches’s long-term aspirations.

Goal – a specific measurable endpoint that the coaches wants to attain.

Reality – the current situation the coaches is in now and all the issues he or she isfacing.

Obstacles/Options – what is stopping the coaches attaining this goal – obstacles – andwhat ‘options’ are available to the coaches to resolve this issue.




Way forward – the required steps needed to execute the chosen option and attain theirgoal.

Downey’s reasoning for making ‘Topic’ the first element of his coaching model was theneed to have an appreciation of the environment the organization is in.

c) OSKAR model:

One of The most popular coaching model is OSKAR. Invented by Mark with his co-author Paul Z Jackson for a project in the years 2000, OSKAR is becoming widelyaccepted as an easy-to-use way to harness the positive power of.




Thebenefits of this kind of coaching in practice are: • Positive and progress focus leads to good motivation for the coaches • Positive questions lead to excellent relationship between coach and coaches • Incisive focus on what works leads to rapid and sustainable results • Focus on know-how of what works encourages shared wisdom throughout theorganization.

d) OUTCOMES model:




There are some similarities between GROW and OUTCOMES model but OUTCOMESmodel is more detail oriented.

OUTCOMES stands for

O forObjectives , U for understand , T for Take stock about the current situation, C for clarify, O for option Generation , M for Motivation to action , E for Enthusiasm andencouragement , S for Support .

e) SPACE model (Edgerton and Palmer, 2005) is used in the cognitive behaviouralapproaches to coaching and is the acronym for the following elements:




Social context, Physiology, Action, Cognition, and Emotion. SPACE can be used in parallel with GROW and POSITIVE to help coachees overcome psychological blocks associated with particular problems or issues (includingperformance-related issues).

f) ACHIEVE Coaching Model: This is a seven-step model developed by Dembkowski and Eldridge (2003). It includes the following steps:

(a) Assess current situation,

(b) Creative brainstorming of alternatives to current situation,

(c) Hone goals (i.e., helping the client to formulate goals),

(d) Initiate options (i.e., helping the client to initiate a wide range of behavioural optionsto achieve the desired goal),

(e) Evaluate options,

(f) Valid action programme design (i.e., collaboration of the coach and the coachee todevelop an action plan),

(g) Encourage momentum (i.e., ongoing process of providing encouragement andhelping the client to keep on track with the plans).




g) POSITIVE: POSITIVE model by Libri (2004), is a model developed from theGROW and ACHIEVE models. It aims at producing an ‘optimum coachingrelationship’ and includes asking key questions around:

(a) The Purpose of the coachee,

(b) Observations (e.g., of efforts up-to-date),

(c) Strategy, (d) Insight (e.g., on commitment to a goal),

(e) Team (e.g., with whom the coachee will share his/her goal),

(f) Initiate (e.g., when the coachee will start to act towards achieving a goal),

(g) Value (e.g., question how the coachee would celebrate his/her success), and (h)Encourage (e.g.,asking about the coachee’s progress on the pursuit of his/her goals) (ascited in Edgerton and Palmer, 2005).

An important role for the coach is to ask pertinent questions and listen. Questioning andlistening can help the other person set realistic learning goals.

Coach Marshall Goldsmith says, “My success rate as a coach has improved dramaticallyas I’ve realized that people’s getting better is not a function of me; it’s a function of the




person and the people around the person.”

whatever model we follow , Improving coaching are as follows:

Communicate clear expectations,

Build relationships,

Give feedback on areas that require specific improvement,

Listen actively,

Help to remove obstacles,

Give emotional support including empathy,

Reflect content or meaning,

Give gentle advice and guidance,

Allow for modeling of desired performance and behavior,

Gain a commitment to change, and

Applaud good results


8/27/2017 Effective Coaching : What to know more? | Chandan Lal Patary | Pulse | LinkedIn

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Effective Coaching : What to know more?Published on October 2, 2015

What is Coaching? Coaching (or life coaching as it is sometimes referred) is a general term forworking with an individual (or company in some cases) to improve and enhance

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aspects of an area which, for the client, they may need or want to change (Grant &Greene, 2004).

Zeus and Skiffington (2000) have identified the coaching relationship to be one thatfocuses on change and transformation. The coaching relationship is:

� Essentially a conversation

� About learning

� More about asking the right questions than providing answers

Another way to look at coaching is that it helps maximize an individual’s performance(Gallway, as cited in Whitmore,1996).




The nine principles are:

1. The learning relationship is at the heart of change: this means that learning andchange occur through the relationship with the coach. The coach and the client engageand relate and if the coaching is efficient they connect. ”In a learning dialogue there is,on both sides, a willingness to share perspectives, to listen, to understand, to be open tonew ideas and to take joint responsibility for the conversation and the outcomes.”




2. The context is work: “Short and long term issues are often interrelated” An efficientcoach will understand the complex and whole person of the client, and will knowenough about the client’s work context to be able to facilitate exploration of issues.

3. The client sets the agenda and is resourceful: Because coaching is about the clienthe sets the agenda of the process. This, for some clients, may be easy, empowering orfor others rather difficult, and is basically about what the client wants. This representsone of the first steps of the coaching process and may be rather straightforward anddemanding. The next step, once the agenda is set, is helping the client identify hisinternal or external resources needed for the desired change and development.

4. The coach facilitates learning and development: The coach is a facilitator and hesupports the client to learn and develop. “The client learns by acquiring new awareness,insight, skills, ideas and knowledge. Development involves integrating their learninginto the way they are.” The efficient coach will ask good questions that provoke newperspectives and change in the client. Also an efficient coaching should be the catalystfor learning and action between the coaching sessions not a substitute.

5. The outcome is change: The coaching process is about change, and change provokesresistance that is a normal reaction. “Effective coaches work with client resistance,rather than try to overcome it.” Resistance is used in helping the client clarify his valuesand goals.

6. The framework for the change process provides movement and direction: Theframework provides a map for the coaching process and offers reference points and a




sense of direction. This should be used only when helping the client or rather set asidethan constraining the client development.

7. The skills develop insight, release potential and deliver results: Connor andPokora state that an effective coach knows how to use the skills in an integrated waywithin the learning relationship and has a repertoire of tools and techniques to offerappropriately to the client in order to support their learning and development.

8. The qualities of the coach affirm, enable and sustain the client: The coach modelsa way of being which is both human and professional and offers the client thepossibility to learn through them. The client that experiences affirmation and positivechallenge from a coach is likely to value themselves more, and therefore value othersthat impacts on his personal and professional life.

9. Ethical practice safeguards and enhances coaching: An effective coach will workwithin ethical codes. This fact will give the client a safeguard, feeling secure.

Zeus and Skiffington (2008, p. 36) present the coach profile for success. They mentionthat the coach should be able to know himself, to have the capacity to inspireothers, to be able to build relationships, has the ability to be flexible and has theability to communicate, future oriented, disciplined, has the ability to respect thework boundaries, has the ability to diagnose problems and find solutions, and hasan entrepreneurial profile.


8/27/2017 Coaching and Mentoring ,which one you are using? | Chandan Lal Patary | Pulse | LinkedIn

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Coaching and Mentoring ,which one youare using?Published on November 25, 2015

Similarities between coaching and mentoring have been identified by Zeus andSkiffington (2000)

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Both activities base their assumptions on basic values and beliefs: that humans havethe ability to change; that they make the best choices available to them; thatcoaching is not a quick fix: ‘it is a journey where the process of learning is asimportant as the knowledge and skills gained’

Zeus and Skiffington talk about coaching and mentoring as essentially a conversationwhere learning takes place through asking the right questions rather than providinganswers.

This leads to personal and professional transformation and reinventing oneself.




Mentoring is often viewed as ‘off-line help by one person to another in making significant transitions in knowledge, work or thinking’ (Megginson et al. 2006: 4).

The CIPD (Jarvis 2004: 19) has produced a useful summary of some differencesbetween coaching and mentoring, as shown in Table 1.1.


8/27/2017 Socratic Approach?How to Use as a Coach? | Chandan Lal Patary | Pulse | LinkedIn

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Socratic Approach?How to Use as aCoach?Published on December 13, 2015

The ancient Greek philosopher Socrates describes this as the “Allegory of the Cave.”You find it in Plato's Dialogues. The Dialogues are a series of conversations between

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Plato and his old teacher, Socrates.

Socrates says a philosopher is like a prisoner who is freed from the cave and can nowsee reality as it truly is.

Socrates lived in ancient Greece. He was a master at asking power questions. Insteadof lecturing, he taught by posing his students a series of thought-provoking questions.Through these, he engaged his students’ minds in the learning process. He uncoveredtheir assumptions. He slowly but surely got to the heart of the issue. Socrates would start a class by asking “What is virtue?” or “What is good?” We usethese words all the time. But do we really know what they mean? Today, manyuniversities around the world use the “Socratic Method” in their teaching—one of themost famous of these is Harvard Business School. Socrates summed up this method very clearly. He said, “The highest form of HumanExcellence is to question oneself and others.” Socrates was a vocal critic of Athenian society and government. He was eventuallysentenced to death for his perceived attacks on the ruling classes. Without a struggle, hedrank a cup of poison hemlock. It gradually reached his heart and he died, leaving hisenduring reputation as one of the greatest philosophers in history.

Adopt the Socratic mindset and get out of your cave! Question assumptions.




Question the very definition of words that others take for granted.

Use questions to launch those around you on an invigorating journey of learningand discovery.

When we adopt the Socrates mindset, we approach almost every conversationdifferently.

“Remember that there is nothing stable in human affairs; therefore avoid undueelation in prosperity, or undue depression in adversity. ”—Socrates, 469–399 B.C.




_____________________________________________________


8/27/2017 Seven-eyed Model for Coach | Chandan Lal Patary | Pulse | LinkedIn

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Seven-eyed Model for CoachPublished on December 15, 2015

Peter Hawkins and Robin Shohet developed this model originally for supervisorsworking with individuals, with groups, and with organisations, in the Human Serviceprofessions.

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It takes a personal and social systems perspective.

It supports the coach/mentor to build and develop expertise in several levels ofknowledge that will greatly enhance their effectiveness.




What is supervision ?

' a structured formal process for coaches, with the help of a coaching supervisor, to attend to improving the quality of their coaching, grow their coaching capacity and support themselves and their practice' (Hawkins and Schwenk, 2006)

The seven ‘eyes’ are as follows:

1. The Coach/Mentor/Supervisor system.

The focus is on the situation, the problem the coach/mentor wants help with, and howissues are presented, and keeps the attention upon the immediate agenda of thecoaching/mentoring work.

2. The Coach/Mento/Supervisor interventions.

The focus is on what kinds of intervention have been made, the rationale for them, andwhat else could they have done. This focus may be especially valuable for novices whoare consolidating their basic skills.

3.The relationship between the Coach/Mentor/Supervisor and their client.




The focus is on the dynamic between them, or on what is going on at both a consciousand an unconscious level, it can offer a mine of information that can assist inunderstanding the deeper, underlying processes which affect the outcome of the work.By paying attention to this part of the system, the coach/mentor can stay true to thecontract, and learn to tune in accurately to the underlying psychological climate of thework.

4. The Coach/Mentor/Supervisor’s own experience.

Here there is an opportunity to become more self aware, and so deepen the learningabout how to use their full potential, and about what may be getting in the way of thathappening.

5. The Parallel Process.

This is a valuable perspective as the dynamics that are present in the coach/mentor andclient relationship can be played out within the supervisory relationship. When thishappens, the coach/mentor and supervisor learn together what it is like for the client tobe in the relationship. It is as if the client is present. With an energy perspective, welearn here that their energy is present, and has arrived alongside the coach/mentor. Thedata gathered in this way, adds another dimension to the supervisee’s learning, andeffectiveness

6. The Supervisor’s own self-reflections.




Such reflections give an added dimension to the gathering of data within the supervisionmeeting, and may open up new avenues of understanding the coach/mentor’srelationship with the client.

7. The Wider Context.

The supervision meeting is also a time to reflect on the ethical, organisational,contractual, social and cultural aspects of the work. There will be different concerns atdifferent stages in the work. With this ‘eye’, the wider world is held in view, lest thecoach/mentor shuts out the systemic implications of the wider field.

Agile Coaching Supervision - Wiki

Originally developed for use with psychotherapists and counsellors, it is now beingapplied to coaching and mentoring.

Tagged in: coaching & mentoring, coaching

Chandan Lal Patary

Enterprise Agile Coach at Société Générale







8/27/2017 Choosing an Agile Coach? | Chandan Lal Patary | Pulse | LinkedIn

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Choosing an Agile Coach?Published on December 17, 2015

If I have to find an agile coach.....what should I look at initial rounds?

There are so many agile coaches!

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Let us ask,Have you DONE questions couple of times.

Have you DONE ? Really ? if not please do not waste each others time , if yes , pleasecome up with real life story which someone should be able to challenge and understandthe context and evaluate.You win-I win , we win.

Let us check through mind maps....




Let us use both side of the brain..




Is it enough ? is this the perfect approach for evaluation ? May be/May not be ...

***************************************************************************




8/27/2017 ICF Core Coaching Competencies? | Chandan Lal Patary | Pulse | LinkedIn

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ICF Core Coaching Competencies?Published on December 23, 2015

The following eleven core coaching competencies were developed to support greaterunderstanding about the skills and approaches used within today’s coaching professionas defined by the International Coach Federation.

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They will also support you in calibrating the level of alignment between the coach-specific training expected and the training you have experienced.

A. SETTING THE FOUNDATION

1. Meeting Ethical Guidelines and Professional Standards 2. Establishing the Coaching Agreement

B. CO-CREATING THE RELATIONSHIP

3. Establishing Trust and Intimacy with the Client 4. Coaching Presence

C. COMMUNICATING EFFECTIVELY

5. Active Listening 6. Powerful Questioning 7. Direct Communication

D. FACILITATING LEARNING AND RESULTS

8. Creating Awareness 9. Designing Actions




10. Planning and Goal Setting 11. Managing Progress and Accountability

Reference: www.coachfederation.org/icfcredentials/core-competencies/


Leave your thoughts here…

Steve NeiderhauserSenior Agile Coach and Business Transformation Executive

Thanks for writing this article. I had been looking for the competencies and now Ihave them.

1y

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8/27/2017 Organizational Barriers to Coaching | Chandan Lal Patary | Pulse | LinkedIn

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Organizational Barriers to CoachingPublished on March 9, 2016

The Charted Institute of Personnel and Development (CPID) , Europe's largest HRDevelopment professional body , has conducted research into the organizational barriersto effective coaching.

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It provides you with insight into why some organizations are reluctant or unable toimplement effective internal coaching.




we need to assess how extensive these barriers are in your own organization whendeciding if coaching is the right form of learning.

if the organization has the majority of these barriers you may find that attempting to usecoaching will have a detrimental rather than motivational effect.






Love the post? Hate the post? Have other ideas? Please leave acomment below!

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8/27/2017 KATA for an AGILE coach? | Chandan Lal Patary | Pulse | LinkedIn

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KATA for an AGILE coach?Published on April 2, 2016

Kata (形, or more traditionally, 型) (literally: "form") is a Japanese word describingdetailed patterns of movements practiced either solo or in pairs.

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The kata is not intended as a literal depiction of a mock fight, but as a display oftransition and flow from one posture and movement to another, teaching thestudent proper form and position, and encouraging them to visualise differentscenarios for the use of each motion and technique.

When we are driving CAR first time and when we are driving formula one race athighway! imagine in between the transition state of growth.

How many kata session we have completed to reach that state ofexecution speed ?




How did you built that habit ?

through routine practice




What is coaching Kata ?

Coaching Kata is to teach and coach the improvement kata by using real world problemas practice.




In the coaching kata session one experience coach(mentor coach) who has alreadyfamiliar with similar type of experience guide mentee coach.

Mentor coach will not provide the solution.

Mentor to should teach basic of improvement kata.

Mentee should always identify the next step with the guidance of mentor.

The challenge is how to find such mentor?




We have many such mentor, need to be humble enough to look for those and learn fromthem.

Coaching Kata questions for improvement...

How about Coaching Dojo?

A coding dojo is an exercise in programming which helps a programmer hone theirskills through practice and repetition.

The dojo was intended as safe place to practice and learn coaching skills.




Coaching dojo need three members.

One being a person who proposed a “kata” (essentially a person with an issue todiscuss), one person who coached them through the kata, and another whoobserved the coach and provided feedback.

Let us swapped until everyone had a chance of trying out each role.




Few coaching dojo assignments which we can start for practice.

a) My team members does not need a coach! Team members are not open for coaching.As a coach how should I proceed?




b) Team members are not willing to change. They are efficient and productive in currentway of executing the project. Do not want to listen anything about Agile. Agile isprocess overhead for them. How should I coach such team?

c) Line Manager/Sr. Manager ,wants coach to solve all the team issue. Team isdemotivated with the work and pressure from the other side of the organization. Howshould I coach such team?

d) Product management team members are head strong , high attitude individuals. Notwilling to participate in any coaching session. How do I coach ?

e) How do I do Planning Kata ? what should be the example can be given to continuewith planning kata ?

f) Not willing to change the team structure, current structure is inefficient way ofoperating. Old role still exists , not willing to leave those positions, How do I coach ?

g) Old governance model. Metrics driven , too much data driven which is significantlyinfluencing people behavior a culture. How do I coach such cultural transformation?

h) Most of the team members are doing agile. Mechanical process, they are not beingagile. Team members are expected to be told what to do, how to do it, and when to doit. They don’t want to problem solve, they don’t want to take risks, and they don’t wantto be accountable. How do I coach such team ?






I) Team members acting like Project assignment ( Start to Finish !) , Start date , enddate. No long term commitment. How do I coach?

Love the post? Hate the post? Have other ideas? Please leave a comment below!

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8/27/2017 As a Coach How can we increase Circle of Influence? | Chandan Lal Patary | Pulse | LinkedIn

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As a Coach How can we increase Circle ofInfluence?Published on April 11, 2016

Stephen Covey, in The Seven Habits of Highly Effective People, introduces the conceptof Circle of Concern and Circle of Influence.

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A Circle of Concern encompasses the wide range of concerns we have, such as ourhealth, our children, problems at work, the amount of government borrowing, or thethreat of war.

A Circle of Influence encompasses those concerns that we can do something about.They are concerns that we have some control over.

Stephen Covey defines proactive as “being responsible for ourown lives…..our behavior is a function of our decisions, not ourconditions.

Proactive people focus on issues within their circle of influence.They work on things they can do something about.

The nature of their energy in doing this is positive, enlarging andmagnifying. They increase their Circle of Influence."




Reactive people tend to neglect those issues that are under their control and influence.Their focus is elsewhere and their Circle of Influence shrinks.

Steven Covey tells us that in life our Circle of Influence is most often smaller than theCircle of Concern.

We can’t control the economy or a company merger. As we react, we tend to focus onthe Circle of Concern, which depletes our energy, because we have no control over it.

The energy focused on the Circle of Concern is negative.




If you focus on the Circle of Concern and neglect the Circle of Influence, eventually theCircle of Influence will get smaller. This will add to feelings of stress and helplessness,because you cannot change anything in the Circle of Concern.

Where do we spend most of our time and energy?

as a agile coach most of us working as Individual contributor.

Most of the thing in transformation which create turbulence goes beyond our influencearea.

How can we increase circle of influence on daily basis by list down the things which wecan control?


8/27/2017 Enterprise Agile Coaches are Systems Thinker | Chandan Lal Patary | Pulse | LinkedIn

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Enterprise Agile Coaches are SystemsThinkerPublished on May 17, 2016

The speed and complexity of the global business environment calls for a newappreciation of a systems-focused view of the world, one that recognizes the

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interrelationships of people, processes, and decisions — and designs organizationalactions accordingly.

Think about this system , interdependent cards. What will happen when one card lose itscurrent position?

Referrence : http://media.indiedb.com/images/articles/1/200/199446/auto/house-of-cards.jpg

As a Enterprise Agile coach , he/she always has to think big for organizationaltransformation. Systems thinking help to think efficiently.Think about scaling Agile atorganization, coach will start thinking about Whole.End to End value chain.

http://media.indiedb.com/images/articles/1/200/199446/auto/house-of-cards.jpg




How to discover "Systems of Systems"? and exhibiting leadership skill when we are insuch systems.Systems thinking isn’t just for senior executives or engineers. Everyonewho works within a system — including suppliers and line workers, designers, andmarketers — should learn how the system works, develop their creativity, and apply thatcreativity to improve the system.

Systems are not easy to quantify, but we can map them.

Drawing systems maps will help leaders understand their existence depends on beingpart of complex interdependent systems.

Systems Thinking?

Systems, like the human body, have parts, and the parts affect the performance of thewhole. All of the parts are interdependent.

The liver interacts with and affects other internal organs—the brain, heart, kidneys, etc.

You can study the parts singly, but because of the interactions, it doesn’t make muchpractical sense to stop there.

Understanding of the system cannot depend on analysis alone. The key to understandingis, therefore, synthesis.




The concept of systems thinking was popularised by Peter Senge in his book “The FifthDiscipline” where he describes system thinking as:

“a discipline for seeing wholes. It is a framework for seeinginterrelationships rather than things, for seeing patterns of

change rather than static snapshots.”

The systems approach is to:

• Identify a system. After all, not all things are systems. Some systems are simple andpredictable, while others are complex and dynamic. Most human social systems are thelatter.

• Explain the behavior or properties of the whole system. This focus on the whole is theprocess of synthesis. Analysis looks into things while synthesis looks out of things.

• Explain the behavior or properties of the thing to be explained in terms of the role(s)or function(s) of the whole.




Referrence: http://www.seedsystems.net/clientuploads/Slide1.jpg

For enterprise transformation , use Systems Thinking, need to visualize end to

end value chain to maximize the value.




Reference: http://image.slidesharecdn.com/using-rup-as-a-scaling-framework-for-scrum-1227058578155477-9/95/using-rup-as-a-scaling-framework-for-scrum-58-728.jpg?cb=1227029990

In The Search for Leadership: An Organisational Perspective,WilliamTate, includethe following:-

Concentrate on the whole, and the interconnections between the parts.




Explain things in terms of the system’s overall purpose.

Focus on the system’s purpose ahead of its processes and procedures.

Look out for things (synthesis) more than look into things (analysis).

Put seeing what is actually happening ahead of what needs to happen.

Check what is going on in the organisation by personal examination.

Don’t let short-term pressures get in the way of understanding the system.

Build and make use of feedback loops.

Understand complex dynamics through patterns and feedback loops rather thancause-effect links.

Facilitate and value emergence.

Be pulled by what the customer wants; hear the customer voice.

Understand demand and respond to it (avoid provider-supply dominance)

Make continuous improvement the goal.

Encourage self-adaptation.




Consider all the players and actors, of which the organisation is one.

Be aware of natural oscillations.

Don’t isolate strategy makers/making from the front line.

Stimulate and seek organisational learning.

Embrace the edge of chaos.

Make the most of uncertainty.

Recognize the system as a source of waste.





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Tagged in: systems analysis, leadership


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8/27/2017 As a Coach do YOU use PERSON-CENTRED COACHING/Client Centered Therapy? | Chandan Lal Patary | Pulse | LinkedIn

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As a Coach do YOU use PERSON-CENTRED COACHING/Client CenteredTherapy?Published on July 1, 2016

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The psychologist Carl Rogers has promoted person-centred counselling in a way thatcan be inspiring for the coach.

The goal of Person-centered therapy is to provide clients with an opportunity todevelop a sense of self where they can realize how their attitudes, feelings and behaviorare being negatively affected.

The starting point of the Rogerian approach to counseling and psychotherapy is beststated by Rogers (1986) himself:

'It is that the individual has within himself or herself vast resources for self-understanding, for altering his or her self-concept, attitudes and self-directedbehavior - and that these resources can be tapped if only a definable climate offacilitative psychological attitudes can be provided'.

The self concept is a central component of our total experience and influences both ourperception of the world and perception of oneself. For instance, a woman whoperceives herself as strong may well behave with confidence and come to see heractions as actions performed by someone who is confident.

The client is responsible for improving his or her life, not the therapist/Coach.

The Rogerian client-centered approach puts emphasis on the person coming to form anappropriate understanding of their world and themselves.






Client-centered therapy operates according to three basic principles that reflect theattitude of the Coach to the Coachee:

The Coach is congruent with the Coachee.

The Coach provides the Coachee with unconditional positive regard:Rogersbelieved that for people to grow and fulfill their potential it is important thatthey are valued as themselves.

The Coach shows empathetic understanding to the Coachee: Follow preciselywhat the Coachee is feeling and to communicate to them that theCoach understands what they are feeling.

Person-centred therapy is built on trust.

The client must feel that he can trust the therapist and the therapist must have trust inthemselves. The therapist needs to create a suitable environment where the person-centred therapy can be successful.

Rogers believed that counselling needed to move away from the system of the 'expert'telling the client what was wrong with them and move more towards the following:-

The therapist should be a very good listener.




The therapist unreservedly accepts the client as they are at that moment intime.

The therapist places no label or name on the client's condition.

The therapist does not rely on any of the personality theories.

The therapist listens, does not ask questions, does not interpret what is beingsaid, does not offer advice, but reflects back what the client says (Rogers2004).

Basically, person-centred therapy states that personality can be fully actualised when the individual is exposed to unconditional positive regard.




An individual who has been exposed to conditional positive regard can have low self-esteem and low feelings of worth.

An individual who is self-actualised will be more open to experience and less defensive, will learn to live in the moment, will trust own decision-making skills, willhave more life choices and be more creative.

The goals of person-centred therapy are (Seligman, 2006):

1. To facilitate client’s trust and ability to be in the present moment. This allowsthe client to be honest in the process without feeling judged by the therapist.

2. To promote client’s self-awareness and self-esteem.

3. To empower the client to change.

4. To encourage congruence in the client’s behavior and feelings.

5. To help people to gain the ability to manage their lives and become self-actualized.

I could able to observe similar style of coaching from few of my coach colleagues andrealizing the effect of such powerful coaching style.


8/27/2017 Hey Coach, Please guide me, How do I motivate my team members? | Chandan Lal Patary | Pulse | LinkedIn

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Hey Coach, Please guide me, How do Imotivate my team members?Published on July 19, 2016

Most of the time I get this question from my line managers.

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I thought let me give it a thought and apply same to my coaches.

This table is a snapshot most of the famous motivational theories.

Chip Conley, founder of the Joie de Vivre hotel chain and Head of Hospitality atAirbnb, used the Hierarchy of Needs pyramid to transform his business. According toChip, many managers struggle with the abstract concept of self actualization and sofocus on lower levels of the pyramid instead.

Conley found one way of helping with higher levels was to help his employeesunderstand the meaning of their roles during a staff retreat…Conley’s team were able torealize the importance of their job to the company and to the people they were helping.By showing them the value of their roles, the team were able to feel respected andmotivated to work harder.




We all have all these drivers, if we first satisfy lower order needs and focus more withhigher order needs, employees will become self driven.As a leader how can we dobelow ?

How can we provide sensory, intellectual and emotional stimulation?

How can we provide team members status to be acknowledged and also belongingto something?

How can we create a strong, motivating work environment where highperformance is standard?

How can we creates a sense of connectedness and comfort?

How can we create enjoyment of passion about anything, from sports to supportinginternational causes?

How can we encourage people to perform better at work by having andcommunicating high expectations of them?

How can we encourage Happiness?

How can we stop punishing for failure?

How can we make a major effort to ensure that we offer competitive wages andother forms of compensation?




How can we grow team members by providing challenging new tasks which arereachable and according to their interest?

How can we give team members freedom to find their own unique solution whichis out of the box? through which they achieve personal and professionalachievement?

How can we create good support system and guidance for the team members sothat they got inspire to do the assignment?

How can to rotate team members job so that they do not do the routine work, letthem discover new interesting work?

How can I set stretch goal for the team members and recognized on achievementthe same in public?




People don’t believe what you tell them. They rarely believe what you show them.They often believe what their friends tell them. They always believe what they tellthemselves.

—Seth Godin

some points from south west airlines






Wikipedia mentions these three facts:

Southwest Airlines (SWA) is one of the world's most profitable airlines, posting aprofit for the 36th consecutive year in January 2009.

SWA is the largest airline in the United States by number of passengers carrieddomestically per year (as of December 31, 2007)

SWA has carried more customers than any other U.S. airline since August 2006 forcombined domestic and international passengers according to the U.S. Departmentof Transportation's Bureau of Transportation Statistics.

SWA mission statement – on the SWA web site – it reads:

“To our employees: We are committed to provide our Employees a stable workenvironment with equal opportunity for learning and personal growth.Creativity and innovation are encouraged for improving the effectiveness ofSouthwest Airlines. Above all, Employees will be provided the same concern,respect, and caring attitude within the organization that they are expected toshare externally with every Southwest Customer.”

Zig Ziglar said that “people o�en say motivation does not last.Well, neither does bathing. That’s why we recommend it on daily

basis.”




basis.”

Can we take care all these aspects ?


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Tagged in: motivational speaking


Leave your thoughts here…

Ambrose BetikuCertified Scrum Master, OCA,OCP

3w

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8/27/2017 Agile Coach in the Jungle of Chaos ! What practices will help him? | Chandan Lal Patary | Pulse | LinkedIn

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Agile Coach in the Jungle of Chaos ! Whatpractices will help him?Published on July 31, 2016

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Tagged in: agile methodologies

Chandan Lal Patary







8/27/2017 Coach are YOU "satisficing" while coaching? | Chandan Lal Patary | Pulse | LinkedIn

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Coach are YOU "satisficing" whilecoaching?Published on August 15, 2016

Herbert Simon (1916-2001) is well-known for what is known to economists as thetheory of bounded rationality, a theory about economic decision-making that Simon

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himself preferred to call “satisficing”, a combination of two words: “satisfy” and“suffice”.

The term ‘bounded rationality’ is taken from Simon (1960). In maximizing we aretrying to get the best result, but when we are using bounded rationality we are seeking asolution that is ‘good enough’.

Simon described decision making as a search process guided by aspiration levels.

Full rationality requires unlimited cognitive capabilities. Human beings are verydifferent. Their cognitive capabilities are quite limited.

Herbert A. Simon proposed that humans are limited in their rationality due to at leastthree factors.

1. Rationality requires complete knowledge and understanding of the consequences ofa given action. Gaining full understanding of future consequences is, of course, avery difficult task, and therefore this complete knowledge is seldom present at thetime decisions are made.

2. Given that consequences of actions, per definition, will emerge in the future, it isdifficult for decision-makers to fully evaluate the future worth of their decisions.

3. Rationality requires that all alternative actions are known. In actual decision-making processes, very few alternatives are known, which inhibits humans in




making optimum decisions.

Have you come across such situation?

While coaching, some time I aspire to do something that look acceptable, although thatmay not necessarily be optimal. I look through things in sequence and when I comeacross an item that meets my aspiration level I go for it.

This real-world behavior is what Simon called satisficing.

At the analysis stage we do not attempt to consider all possible alternatives. This maybe too costly. We select a few alternatives through the use of loosely defined rules of




approximation.

During evaluation we do not rank order all solutions and select the one with the highestranking. We select the first solution that meets some base line we have set. If nosolution meets your minimum requirements, we may either lower your aspirations orlook again. We stop our search and analysis as soon as we have a satisfactory answer.




As a coach either we play inside the bounds of rationality by giving the other personfew selections and limited criteria, or break their existing bounds by showing how theseare ineffective.

Tagged in: decision making, coaching & mentoring


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8/27/2017 COACHING AGREEMENT MODEL WITH CLIENT? | Chandan Lal Patary | Pulse | LinkedIn

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COACHING AGREEMENT MODEL WITHCLIENT?Published on August 28, 2016

I was looking for some structural model to start the coaching journey with the clients,that was the trigger for me to search the below post.

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When we are dealing with the client for coaching measuring model some time we arewondering how we demonstrate the output and how we will measure the success of thecoaching program.

I have used several steps what has been mentioned in the book “The Behavioralcoaching model” - Suzanne Skiffington & Perry Zeus which had worked for menicely.

Let us walk through each aspects.

At the first interview with the client, it is good to use the checklist where we discussbelow points.

The purpose of the evaluation strategy (How the individual and the organizationhave changed as a result of coaching. Coach has to use all the available data todetermine the outcome of the program)

The value of the strategy to the business or organization

Methods of evaluation that have demonstrated valuable in the past

At what levels should data be collected?

What methods are most effective? ( client surveys, coachee reports, survey of focusgroups, 360-degree feedback, peer review)




Is an ROI required or should we try ROE?

Will there be a pilot or initial phase to test the evaluation methods, which can thenbe further refined and developed?

What are the time frames and deadlines for evaluation data to be submitted?

What are the responsibilities of the client, the coachee and other stakeholders?

What are the necessary resources?

What factors could affect the evaluation methods? ( e.g. change in businessstructure , product and personnel)

It is better to decide the measurement part, should this drive through ROI (Return oninvestment) or ROE (Return on expectation) or combination of both?

One of the critical point is check if the coaching contract is short term or long term?

e.g. if we are getting into 3-6 months coaching contract then we should calculate theROI at the end of this period.

If the coaching focus is more on soft aspect the real benefit will be realized at the end ofthe program or it may take more time.




If the focus of coaching is intangible it is not appropriate to use ROI, ROE is superiormethod in this case.

Some of the intangibles coaches measure include changes in job satisfaction, change inleadership and management style and changes in team work.

ROE measurement?

An ROE involves setting out the plans of the coaching program, gaining consensus onthe objectives and then tracking the program to insure that the objectives and goals havebeen met.

The underlying assumption of the conducting an ROE is that as long as the coachingprogram focuses on the organization’s business objectives and results in positivechanges, then it will be valued by the organization.

Coaches have to establish the goals of the organization and those of individual coaches,the changes that have to be made to meet these goals, the degree of learning that has tooccur to effect these changes and how they will be measured.

At the end we have to see how these learning have to be applied on the job, as well asthe overall business impact, may not be monetary benefit.




ROE can encompass and measure are productivity, organization strength, customerservice, reduced customer complaints, level of conflict and job satisfaction.

ROI measurement?

An ROI can present, measure and evaluate the financial returns of the coachingprogram. It can also quantify reaction to and satisfaction with the project, the amount oflearning, application and implementation.

-------------------------------------------------------------------

ROI = Net coaching benefit/ Coaching coast * 100

-----------------------------------------------------------------------

It can be calculated at 3 months to 6 months periods

Coaching benefit can be include in ROI

Bottom line profitability

Sales figure

Retaining team members who has undergo coaching




Cost savings

Quality of production case and services

Overall productivity

Some of the soft skill data

Leadership skill

Management skill

Conflict resolution

Workplace optimism

Job satisfaction

Better time management

Team commitment

Client satisfaction

Coaching cost




Direct cost for coaching ( Research and development cost,fees,travel expenses,accodmodation,assessement cost)

Time including any follow up contact via telephone, email and video conference

Cost of the team members involvement while in coaching session

Cost of the time to the organization in overseeing and administrating the program

Reporting mechanism to the client:

Coach has to frequently report to the client and the coaching progress and clientexpectation as set forth in the contract. May be monthly, may be once in 3 month for asix month program report has to send.

Report includes:

Background to the coaching program

The overall objective of the program

How the coaching program was implemented, the scope of the program and whowas involved




The methodology for collecting data, such as surveys, focusgroups,questionnaires,behavioural observations and assessments

A summary of the evaluation process, emphasizing its reliability and validity

The objectives and goals of individual coaches and team and how these have beenachieved

What the organization has learned

Any additional learning or benefits of the coaching program

How changes will be maintained

Any changes in the organizational culture

How confidentiality was maintained

Methods of converting data to monetary value

Method of evaluating intangible benefits

Costs of the program

ROI figures

Overall business impact, including intangible benefits




Follow up plans in place to insure maintenance of learning

Recommendation for future coaching assignment

With this structure it is easy to imagine the coaching model or engagement model withan client.There will be promising effect before and after.


8/27/2017 COACH AS A GARDENER? FOOD FOR THOUGHT | Chandan Lal Patary | Pulse | LinkedIn

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COACH AS A GARDENER? FOOD FORTHOUGHTPublished on October 19, 2016

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As an agile coach are you taking care about your garden?

Gardeners are responsible for growing and maintaining all types of plants in a variety ofsettings. These could be public parks, gardens, sports grounds and schools.

Agile gardener you need to do the same for team or organization at enterprise level

Pruning shrubs => at enterprise level remove all unwanted parts




Checking the health of plants by identifying any pests or diseases and controllingthem = > at enterprise level .......?

Raising plants from seeds or cuttings = > at enterprise level ......?

Cleaning and maintaining tools and equipment => at enterprise level ....?

Applying nutrients to plants and maintaining moisture levels => at enterprise level....?

Using machinery such as lawn mowers, rotovators and hedge trimmers => atenterprise level ....?

Digging, planting and weeding flower beds and borders => at enterprise level ....?

Do basic landscaping and designs for the beautification of gardens=> at enterpriselevel ....?

Must have passion in plants = > at organizational transformation what do we needto be a passionate agile gardener?




You will feel proud by seeing the output coming from your dedication and effort.

and so on ....




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8/27/2017 COACHING BY SHOWING "HOW TO DO"? | Chandan Lal Patary | Pulse | LinkedIn

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COACHING BY SHOWING "HOW TO DO"?Published on October 22, 2016

Coaching by "showing how to”, this is what I have learned from my in laws.

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When my daughter was born, my in laws were with us and my in laws have taken careall the child care requirements at early stage of my daughter. She has completelydemonstrated us how to take care kid’s end to end necessities for initial 4-5 months. Butit was for very small duration as she owns one school for kids, she has to go back forher own commitment. After she left we started owning the complete child carerequirement with confident as she has demonstrated hands on to us.

She is a very good cook, every year whenever she visited us, we have few new dishes,same continues after she left. She demonstrated us how to cook all the new dishes.Laterit is much easy for us to continue to prepare the same dishes

She coaches my wife about all the aspects of parenting and child care. When my sonwas born we did not have much trouble with the child care as already we have coachedby my in laws.

Learning by doing, coaching by showing.....that is what the key message I havelearned




Same concepts I have been applying with the scrum team. During my coaching I playscrum master role for one sprint, product owner role for one sprint and demonstrate howto run the sprint. They observe how I am doing and take over from there.

Teams often have a lot of improvement opportunity in how they do their SprintPlanning, Daily Scrum, Review & Retrospective, and their Backlog Refinement. Ifacilitate these workshops to show how they could be done effectively and then tries toincrease team ownership of these events.

In this process there were lot of questions and clarification which I would have missedwhich are very specific to that context. It helps team to get inspire to know why we aredoing certain steps.

I am not telling theory to my team and finishing, I live with them with their problemand show them how to address the challenges as a team.I am a active participator—




reviewing the dashboards, asking thoughtful and appropriately placed questions, andsurfacing opportunities for acknowledgment and recognition. It is important for a coach,who is trained to listen deeply and to come from a place of inquiry, to be aware of who,how and when their questions are offered.

I discover that consultancy service to the team where I provide information doesnot work , promote self discovery works for long term.

It is well accepted by the team and game changer moment.




CAN YOU SHOW TO YOUR TEAM HOW AND LET THEM TAKE CARE ONTHEIR OWN?







8/27/2017 THE KILLING OF AN "AGILE COACH" | Chandan Lal Patary | Pulse | LinkedIn

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THE KILLING OF AN "AGILE COACH"Published on October 31, 2016

WHO KILLED MY AGILE COACH?

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An investigation started after the "killing" of an agile coach who came into theorganization to transform the team.

*Killing - He lost his job, sacked from his job, criticized badly etc.

Organization was a large legacy enterprise which exist for multiple decades.

Agile coach come across all the below issues and under the load of all these issues hehas to collapsed and killed by all these issues.




Moral of the story is

COACH WILL GET KILLED IN THE BATTLEFIELD IF WE DO NOT HAVEENOUGH STRATEGY TO BRING THE AGILITY INTO THE ORGANIZATION INSYSTEMATIC WAY

DO WE HAVE AGILE BASE CAMP WHICH HAS AUTHORITY AND POWERTO HANDLE ANY FORCES?




DO WE HAVE DIRECT REPORT TO THE CEO OF THIS BASE CAMPWHERE ALL THE COACHES WILL EXIST?

DO WE HAVE SUFFICIENT MONEY TO RUN THE SHOW?

DO WE COMPETENT AND CAPABLE COACHES TO RUN THE SHOW?WHO ARE RADICAL CHANGE AGENTS?

DOES THIS BASE CAMP EMPOWERED TO TAKE ANY ORGANIZATIONALCHANGE INITIATIVES?

What else do you think of? Please share if your fellow coach get killed?







8/27/2017 AGILE COACH AS A PSYCHOLOGIST OR BECOMING A PSYCHOLOGIST | Chandan Lal Patary | Pulse | LinkedIn

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AGILE COACH AS A PSYCHOLOGIST ORBECOMING A PSYCHOLOGISTPublished on January 12, 2017

Let us look what Psychologist does , also we as an agile coach does some of theactivities same.

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Textbooks often use the phrase “the science of behavior” as a definition of psychology.

Psychology is the study of people'sbehavior, performance, and mental

operations.

What is coaching or some time counseling ?

Coaching, is meant to help“healthy” clients, but instead of

helping them solve problems,coaching focuses on helpingpersons utilize their abilities

more effectively than they havepreviously.

Advertising jargon would call this “achieving your full potential.”




Counseling focuses on helping persons resolve problems or role issues related towork or school or family matters. In this setting, the counselor is a “problemsolver” who through direct advice or non-directive guidance helps the client makerational decisions.

Psychologist Collect information through observations, interviews, surveys, and othermethods. Using interviews, questionnaires, and measurement tools, they can chartan individual's skills, personality features and personality style, emotional statusand emotional style, or problems they may be having in adjusting to life. So does byan agile coach.

Psychologist seeks to understand and explain thoughts, emotions, feelings, andbehavior. Depending on the topic of study, psychologists use techniques such asobservation, assessment, and experimentation to develop theories about the beliefsand feelings that influence a person’s actions.As an coach are we doing somethingsimilar with the team members?

Counseling psychologists advise people on how to deal with problems. They helppatients understand problems, including issues at home, at the workplace, or in theircommunity. Through counseling, they work with patients to identify their strengths orresources they can use to manage problems. As an coach are we doing somethingsimilar with the team members?




Social psychologists study how people’s mindsets and behavior are shaped by socialinteractions. They examine both individual and group interactions and may investigateways to improve negative interactions.As an coach are we doing something similar withthe team members?

Psychologists can help people learn to cope with stressful situations, overcomeaddictions, manage their chronic illnesses and break past the barriers that keep themfrom reaching their goals.Are you doing the same as an Agile coach for work context?

Psychologist allows people to understand more about how the body and mind worktogether. This knowledge can help with decision-making and avoiding stressfulsituations. It can help with time management, setting and achieving goals, and livingeffectively. Are you not doing ? Mindfulness at work?

Psychologist makes it easier to live with others by understanding them more andworking with their behavior. As an coach are we doing something similar with the teammembers?




Psychologists can work at an individual, group or organisational level and their abilityto positively influence human behavior is called on by businesses.

Psychologist helps people and organisations adapt to change - advising on how tochange attitudes and behaviors to improve customer service.Advising on the besttype of management systems, identifying effective human resources strategies, anddesigning jobs to fit peoples' skills.As an coach are we doing something similar with theteam members?

Psychologists are experts inhuman behavior. As an coach you

are also becoming the same?




Organizational Psychologists focus on the productivity of groups and individuals inthe workplace. They work to improve the functioning of organizations, and topromote the health of individuals within the organization. They also conductresearch on "human factors" or the interaction between people and machines.As ancoach are we doing something similar with the team members?




What do you think ? are you with me in this journey ?




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8/27/2017 AGILE CONSULTANT: WHAT SKILLS NEED TO BUILD? | Chandan Lal Patary | Pulse | LinkedIn

https://www.linkedin.com/pulse/agile-consultant-what-skills-need-build-chandan-lal-patary?trk=mp-reader-card 1/9

AGILE CONSULTANT: WHAT SKILLS NEEDTO BUILD?Published on January 18, 2017

I want to start my agile consultancy business, thinking what type of skills I should have

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Based on your experience what do you think if I have missed any crucial points?

Please Share your experience.....



Chandan Lal Patary





8/27/2017 Snake Oil for an Agile Coach! | Chandan Lal Patary | Pulse | LinkedIn

https://www.linkedin.com/pulse/snake-oil-agile-coach-chandan-lal-patary?trk=mp-reader-card 1/10

Snake Oil for an Agile Coach!Published on November 26, 2016

Beware of me , I am an Snake Oil Agile Coach!

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Wikipedia says - Snake oil, originally a fraudulent liniment without snake extract, hascome to refer to any product with questionable or unverifiable quality or benefit.

"Snake Oil Agile Coach" who is not an coach but pretend to be an Agile Coach!

I keep getting this comment "YOU ARE NOT A COACH!! " :-(

What do I do differently to become a capable Agile coach? take Snake Oil?

According to Rachel Davies, authors of the book “Agile Coaching” - something called"seagull consultant" - who swoops in to deliver words of wisdom and then makes asharp exit.I stay with the team for some time with set bound period , share the AgileValues and Principles and leave by completing my contract. I have plan driven, timetagged approach for coaching and transformation! Am I coaching as an Agile coach?

I train the team on Scrum, Kanban and lean, ask them to start following anddemonstrate result through KPI which I can share with upper management as myachievement ,I believe my job is done ! People say I am not coaching correctly so I amnot a coach! Looking for some solutions,perhaps Snake oil.

Team has many low motivated, low competent, high attitude team members and Coachis confused how to transform the team! As a Coach I have never experienced suchsituation in my career. I have become agile coach because that was the only availablejob opportunity I had at that time. Recruiter also need to close the position so hired meto fill the positions as in the resume there are few words like Scrum, Agile etc. I am




looking for a solution to handle such team members as a coach, may be Snake Oil canhelp me!

I was always been an introvert, shy, silent person. Most of my career I worked as anindividual contributor. I do not like to mingle with team members. Now I got thisopportunity as an agile coach where I have to spend most of the time with people! I amlooking for a solution may be Snake Oil!

I am supposed to Motivate team members by connecting people with biggerPURPOSE, by answering BIG WHY question.I need to kindle team members Intrinsicmotivation, I do not know how! need snake oil to become a better coach!

I am naturally fearful person, I can not ask question as I am not an assertive person !Not good at communication. My conflict style most of the time is to AVOID , mycurrent role demands to become a different person. I need snake oil to become a bettercoach!

I am supposed to have high EQ ! but do not know how to improve my current low EQstatus, I avoid get together, hate having fun with whole team as I feel it is waste of time!I prefer to sit at my desk and send mails to all to complete the work. Can I have snakeoil to become a better coach!

I am supposed coach executives on how to change their organization, I myself neverexposed to such situation , neither shown curiosity to discover and learn more on




organization behavior and design.How do I coach executives now? need snake oil tobecome a better coach!

I am supposed to be a good trainer! most of the training sessions I have taken I gotpoor rating feedback from the audience,I always tend to blame participants that theywere not mature, not listening, not participating etc. What do you think I should do as acoach? need snake oil to become a better coach!

Many years I have worked as a Delivery Manager.I got accustom to control anddirecting people. Not so comfortable in this new role. Expectation is that I have toadmire, inspire, cheer,partner and support team to accomplish their work.I amsupposed to facilitate but without positional power how can I facilitate ? How can Iforce ? need snake oil to become a better coach!

Some one recommend me to become better coach, I should complete all thecertifications exist on earth related to the word Agile and coach, so that my card looksnice.Wondering whether should I do all these certifications or snake oil can help me!

Most of the time I am telling to the team members how agile will bring benefits to theirproject and life BUT people are not changing their current habits, still they are usingsame old style.Not ready to change the culture also though they know I am the expertchange agent! I am solving most of their problems and manager is saying that I havefailed in transformation! Snake oil perhaps will help me in this situation!

Any one come across such situation?




Finally after using the Snake Oil I could able to tame this Dragon ! Snake oil helpedme to enhance knowledge in

Building people skill ,

Understanding and relating to people,

Building empathy,

Building rapport ,

Building communication skill especially listening,

Active listening,

Providing feedback,

Observation skill,

Questioning skills and

Driving for result.

Most of the Agile knowledge can be acquired by reading various books.

Now I am a better coach, People say so.




Thanks to that wonder Drug!

Secret is where did I got this SNAKE OIL?

In the Jungle of Himalaya!


8/27/2017 Coach , What is your DiSC style? | Chandan Lal Patary | Pulse | LinkedIn

https://www.linkedin.com/pulse/coach-what-your-disc-style-chandan-lal-patary?trk=mp-reader-card 1/13

Coach , What is your DiSC style?Published on August 1, 2017

Agile is all about dealing with People.

Agile coach should be a People expert!

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When many coaches work together then ? There should not be much problem,Right?All coaches have done PHD on people ! what do you think?

If you are heading a Agile COE what people expertise do you think you require tomanage all these PHD coaches!

btw PHD means ( People skill Highly Developed)!

Agile Deployment Require more So� Skill, More LeadershipSkill,More People Skill?

Two of the four manifesto items and five of the 12 principles are people oriented!




How do we deal with all these coaches at our coaching Kata session? Most of the timewe have differences in opinions and conflicts.

We started thinking about DiSC. Why not use DiSC?




DiSC defines behavior on an individual basis. Rather than speaking of generalizedroles within the team, DiSC allows us to consider the specific behavior of a specificindividual within the team.

Because of its specificity, DiSC can provide analyses not only of team functions ingeneral, but also of specific individual relationships within the team.

DiSC provides detailed yet easy-to-understand personality profiles

about all the coaches or teammembers.




WHAT TYPE COACHING STYLE THEY ARE USING WHILE COACHING? WEHAVE MIXTURE OF ALL THESE TYPES OF COACHES.

As we know their styles , it is much easy to present and deal with them on variousassignment.

We find all these behavior in our different types of coaches.Do you find the same andshow them the mirror?

DIRECT COACHING STYLE:

Building rapport: We Don’t expect small talk from them, coach will dive rightinto the issue

Listening: Unlikely to be a careful listener

Providing support and positive reinforcement: Will provide positivereinforcement toward meeting an established goal

Giving negative feedback (criticism): Won’t hesitate to criticise

Giving specific instructions: Won’t hesitate to tell the employee exactly what todo

Offering advice: May offer advice about how to meet a goal successfully




INFLUENCE COACHING STYLE:

Building rapport: Will desire to build rapport with the employee

Listening: Not likely to be a careful listener

Providing support and positive reinforcement: Will offer lots of support,

encouragement, and motivation if the coach likes what the employee is doing

Giving negative feedback (criticism): Not likely to offer much specific feedback

Giving specific instructions: Unlikely to give specific instructions regarding tasks

or activities

Offering advice: Will offer lots of unsolicited advice and ideas

SUPPORT COACHING STYLE

Building rapport: Will spend lots of time connecting with the employee

Listening: Will be an excellent listener




Providing support and positive reinforcement: Will provide plenty of positivesupport and encouragement, is unlikely to offer unsolicited advice, but will offercounseling if asked

Giving negative feedback (criticism): Will have difficulty delivering anycriticism or pointing out mistakes, which may hamper the employee’s improvement

Giving specific instructions: Not likely to offer specific instructions regardingtasks or activities

Offering advice: Not likely

CONSCIOUS COACHING STYLE:

Building rapport: Coach will establish rapport based on common workplaceexperiences, not on personal information

Listening: Coach will listen if you (the employee) discuss facts, not feelings

Providing support and positive reinforcement: Coach will recognize andencourage accuracy and persistence, but probably not acknowledge or appreciateimaginative thinking or big picture perspectives

Giving negative feedback (criticism): Coach will do this matter-of-fact, with littlesensitivity to the receiver’s feelings




Giving specific instructions: Is likely to offer very specific instructions abouttasks or activities

Reference : talenttools.com.au

By knowing all these style of coaches dominant styles it helps us to manage amongourselves in better way.

For example, Lohit who is a coach , may be a D personality style, known as dominant,active and task-oriented. He likes being challenged and achieving lofty goals andtangible results, and wants a bit of freedom and authority. On the other hand, Amrutha,a coach, may be a C personality type, known as conscientious, a passive and task-oriented style. She takes her time to make accurate and informed decisions, fearscriticism, and keeps things kept in a realistic and logical perspective.

If Amrutha and Lohit know this about each other, and Sunanda, their boss, knows moreabout both of them, everyone will not only feel connected, but will be able to instantlycommunicate and work together at a much higher level.

We as an coach also encourage other coaches to explain same to the team members , sothat they can apply DiSC at their team context and stakeholders.




As a coach , we have to understand all the DiSC profiles points to effectively connectwith the participants.

Be it a coaching activities, Training, conducting workshop, facilitating we can applyDiSC profiling and engage better way.


8/27/2017 Where Coach is not there: Self Deployment Team? | Chandan Lal Patary | Pulse | LinkedIn

https://www.linkedin.com/pulse/where-coach-self-deployment-team-chandan-lal-patary?trk=mp-reader-card 1/13

Where Coach is not there: SelfDeployment Team?Published on July 29, 2017

Most of the team members are asking this question. They can not afford for an coach.They were asking what can we do to achieve agility.

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Most of the time , I give the print of the Manifesto and principles and ask them toimplement these at their work context and come back to me if any help require.

After some time most of the team members comes back.They share that some of thesethey are not able to implement at their work context.They discuss about the challenges.

I gave them below picture to keep at their desk and think about this.




I also shared the scrum framework with them to implement at their work context andcome back to me if there are any questions.

As they already said they can not afford a coach, so everything team is doing on theirown.

Point to be noted, These team members are passionate, willing to learn, there are nopressure from anywhere. Their leaders are also interested to implement Agile.

They know Agile will increase business benefit.




They are on their assignment and they keep coming to me to ask some doubts.

I also spoke with their scrum master and ask her to implement below points




I also gave them below picture to implement and map at their work context and ask meany questions wherever require.It was almost 1-2 months over where these dialogueswere happening.

I also told them All these 25 steps I would like to find instances at their work context.




I also gave them below picture to improve the team chemistry!




I also told them they need to build below aspects of self discipline,




I also told them after 6 months I will visit them and assess them on below points.




At the end we would like to find below HARD numbers some way , some where tomeasure the agility.




Possible ? Some teams are successful, some team members are keep coming for help,whom I am asking them to enroll for full day training provided by Agile CoE


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