Some context before we start
This is the second in a series of long articles about Jason, who is an agile coach.
In the last episode, Jason was coaching away happily when suddenly it all came crashing down.
In this episode we look at how he reacts and how his friend Sonja tries to help him through some agile coaching. Then we look at some tips on how Sonja could have more effectively coached Jason.
Continue reading “Jason’s coaching journey – the struggling coaches”
In my last post I talked about presenting new ideas to people in workshops .
But sometimes you need to be a little bit more convincing – Especially if you do not yet have credibility with the group or if your idea might by challenging what people currently think.
Let’s say for example, that you are telling business analysts that they are not needed anymore, or if you are explaining to a project manager that they do need a BA even though it will cost them money. People will not accept these statements at face value.
You can plead with people to believe you, but that rarely helps. You can yell and scream – but nobody will care. So what can you do?
Continue reading “Introducing ideas when you need more credibility”
I work with people going agile. Sometimes it is an awesome experience and sometimes it is quite depressing.
For example, I worked with some good, experienced people a while back. They were were pretty sad before I turned up and pretty happy that I came to help them. This is the part of the agile coaching experience that is awesome.
Before the dawn of agile:
- Business cases took longer to get approval than some projects took to deliver; and
- Worse than that, some projects took longer to die than the fading spirit of the team members on the project.
Then I arrived, crashing through the window with index cards in one hand and a mandate to free the people from tyranny in the other.
This is where I like to play.
Editor’s note – Unfortunately this article turns out to be a long read, so grab a cup of tea, or just look for some nice pictures and skip all the boring text.
Continue reading “Is it really that hard to learn agile?”
I recently wrote an article on coaching where I suggested building a toolkit of different approaches to use when coaching people and teams in different things.
This is my (very basic) tool for teaching a skill – it is called “what why how”.
I use it when I want to help someone develop a specific skill that I am confident I can teach and give feedback on. For example, running agile meetings or business scoping workshops.
Continue reading ““What why how” coaching for skills”
I ran an agile coaching course recently and, naturally, we spoke a lot about coaching.
We ran through a lot of different techniques and approaches to coaching people in agile teams, but we discovered that both “coaching” and “agile” might mean different things to different people in different teams.
Then someone asked how they would know when to apply different approaches to coaching. The answer we came up with was:
“It depends who you are coaching and what they are hoping to achieve.”
That left people a little confused about how and when to apply different techniques. So we came up with the following diagram that might help (although I have added a couple of bits based on previous conversations with people).
Continue reading “Would you prefer coaching or coaching?”