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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%
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%
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