Why The World Needs More Prescriptive Agile Coaches Bob Gale Presidet & Pricipal Cosultat RGCG, LLC bob@rgale.com
Itroductio Bob Gale Idepedet Agile Coach (CEC) at RGCG, LLC Director, Agile Practices at Somewhere orth of 30 years overall experiece J Wide variety of techical stacks ad busiess domais Developer first, the Project Maagemet / Leadership, the Testig Seior/Executive software developmet leadership for 20+ years Practicig formal agility sice 2000 XP, Lea, Scrum, ad Kaba experiece From Cary, North Carolia Bias Disclaimer: Agile is THE BEST Methodology for Software Developmet However, NOT a Silver Bullet! Copyright 2016 RGCG, LLC 2
Itroductio Coach: A Broad Defiitio Whe I say coach, I m implyig, you could be i oe of these roles: ScrumMaster Formal Coach Maager / Team Leader Seior Leader Project Maager Virtually ayoe who is guidig a Agile Trasformatio Copyright 2016 RGCG, LLC 3
Itroductio prescriptive /prɪˈskrɪptɪv/ adjective 1. makig or givig directios, rules, or ijuctios 2. sactioed by log-stadig usage or custom 3. derived from or based upo legal prescriptio: a prescriptive title Too Prescriptive vs. Too Soft The search for Just Right Copyright 2016 RGCG, LLC 4
Oe Side Too Prescriptive Excessively tellig Close mided Oe way to do thigs Basic tactics focused Disaster prevetio Scrutiy Fast feedback Copyright 2016 RGCG, LLC 5
The Other Side Too Soft Never tellig Myriad ways of doig thigs Advaced teams Cotext matters Let s see Discovery Fail friedly Copyright 2016 RGCG, LLC 6
Prescriptive Coach DocODev Coach: May I give you some feedback o your stad-ups? Cliet: Sure. That would be great. Coach: I've oticed you do't address the three uestios i your stad-ups. I thik you'd fid stad-up to be of higher value if you did. Cliet: Oh. We tried that. It felt really discoected. This way feels more like a team. Coach: Well, I do't kow if you've read the book o Scrum, but the stad-up serves a very specific ad importat purpose. It's importat, i order to maximize the beefit ad ot waste people's time, that we cover what was doe, what will be doe, ad ay impedimets. Let's tell the team we're improvig the format ad start with the three uestios o Moday. Soud good? Copyright 2016 RGCG, LLC 7
Agile Coachig Cotext & Directio Coachig cotexts Coachig Scearios What steps have you take before Maturity Shu-Ha-Ri Culture ad orms Busiess implicatios Safety implicatios Team implicatios Your skill & comfort zoe Orgaizatioal support Team cetric (dow) Leadership cetric (up) Peer cetric (laterally) Copyright 2016 RGCG, LLC 8
9 Coachig Roles Derby & Gray, (Douglas Champio, Davie Kiel, ad Jea McLedo) Less prescriptive More prescriptive Copyright 2016 RGCG, LLC 9
Shu Ha Ri Aikido first lear, the detach, fially trasced Shu Ha Ri Novice or begier; arrowly followig give practices Joureyma; followig, but extedig, perfectig, occasioally breakig the rules Metorig i specific stregth areas Expert; perfectig to creatig your ow practices Coachig; metorig; Sticky practices Copyright 2016 RGCG, LLC 10
Dreyfus Model of Skill Acuisitio 5 stage model for skills acuisitio: 1. Novice rigid adherece 2. Advaced Begier limited situatioal perceptio 3. Competet some perceptio of actios i relatio to goals 4. Proficiet holistic view of situatio; prioritizes importace of aspects 5. Expert trasceds reliace o rules; ituitive grasp of situatios based o deep uderstadig 6. New stage Iovatio While a three phase model is simple, you could easily replace it with a Dreyfus derived model Copyright 2016 RGCG, LLC 11
Crucial Coversatios I agile cotexts, leadership feedback is essetial Sprit & Release reviews 1:1 meetigs Real-time opportuities I have a view that pareto rules here i that oly 20% of leaders are willig to give 80% of the feedback Ad it eeds to be hoest Copyright 2016 RGCG, LLC 12
The Oe Thig Whe it comes to risky, cotroversial, ad emotioal coversatios, skilled people fid a way to get all relevat iformatio out ito the ope. That s it. At the core of every successful coversatio lies the free flow of relevat iformatio. People opely ad hoestly express their opiios, share their feeligs, ad articulate their theories. They willigly ad capably share their views, eve whe their ideas are cotroversial or upopular. -- Crucial Coversatios: Patterso, Grey, McMilla, Switzler Copyright 2016 RGCG, LLC 13
Two-Thirds of Maagers Are Ucomfortable Commuicatig with Employees Copyright 2016 RGCG, LLC 14
I do t have the eergy for it http://rgale.com/agile-traiig-ews/2016/2/20/is-it-worth-the-eergy Copyright 2016 RGCG, LLC 15
Powerful Questios Lyssa Adkis ad Co-Active Coachig They are ofte: Truly ope-eded Not asked with a correct aswer i mid Ivite itrospectio Reveal additioal solutios Almost always lead to greater creativity ad isight Sed people ito a realm of discovery The are ot: Leadig Judgmetal Imply solutios Closed Tricks Copyright 2016 RGCG, LLC 16
Powerful Questios What else? What have you tried so far? What is importat about that? What is stoppig you? What would a simpler way look like? What s the worst part for you? What would a experimet look like? What is your predictio? What s already workig that you ca build o? How does it look to you? If you got it, what would you have? I the begiig, how did you wat it to be? What is stoppig you? What other agles ca you thik of? I the bigger scheme of thigs, how importat is this? What is the lesso from that? How do you really wat it to be? What s the worst/best that could happe? Whe is it time for actio? What part is ot yet clear? Whose opiio matters o this topic? Which part is cofusig, surprisig, aoyig, etc.? What is at risk? What might help look like? Copyright 2016 RGCG, LLC 17
Workshop Dyamics You ve bee give a had-out with ~20 coachig scearios Break ito groups of 3 (Triads Coachig Dojo) Coachee, Coach, Observer Right half - prescriptive, left half - soft Pick 2 coachig scearios OR create your ow Explore coachig strategy; capture otes o the card; role play! Copyright 2016 RGCG, LLC 18
Workshop Dyamics Let s debrief some of the scearios care to share? Pick aother 2 rise & repeat At the ed Ay patters you observed? Ay ati-patters? Whe is it ok to be prescriptive? Copyright 2016 RGCG, LLC 19
Wrap-up Fial uestios or discussio? I ll collect the results ad share with You via Twitter ad my website mailig list Thak you! Copyright 2016 RGCG, LLC 20
Cotact Ifo Bob Gale Pricipal Cosultat, RGale Cosultig Group, L.L.C. Experiece-drive agile focused traiig, coachig & cosultig Cell: (919) 272-0719 bob@rgale.com www.rgale.com @bobgale https://www.likedi.com/i/bobgale Podcast o all thigs agile - http://www.metacast.com/ Copyright 2016 RGCG, LLC 21
Backup Copyright 2016 RGCG, LLC 22
Refereces 9 Coachig Roles lik: http://www.growigagile.co.za/2016/03/the-9- coachig-roles/ Agile Coaches Dojo lik: http://www.agilexp.com/presetatios/agilecoachesdojo.pdf DocoDev: http://docodev.com/blog/2013/07/coachig-ati-pattersprescriptive HBR article: https://hbr.org/2016/03/two-thirds-of-maagers-areucomfortable-commuicatig-with-employees Powerful Questios: http://www.agilecoachigistitute.com/wpcotet/uploads/2011/05/pq-cards-4-to-a-page.pdf Laloux model: http://www.agileforall.com/2015/04/laloux-cultural-model-adagile-adoptio/ Copyright 2016 RGCG, LLC 23
Laloux Culture Model http://www.agileforall.com/2015/04/laloux-cultural-model-ad-agile-adoptio/ RED Powerful Leader Compliace, fightig chaos Commad Authority, Divisio of Labor Mafia, Gags, Militia AMBER Army Hierarchy, Stability, Strog Cotrol Takig a log term, Processes, Roles Public schools, Churches, Govermets ORANGE Machie Competitio i/across, Profit ad Growth, Leaders goals Iovatio, accoutability, meritocracy Most corporatios today Copyright 2016 RGCG, LLC 24
Laloux Culture Model GREEN Family Customer, shared values, High Employee egagemet Balaced eeds of stakeholders, focus o culture over strategy, empowermet Southwest, Be & Jerry s TEAL Livig System Ati-fragile structure, flat roles, evolutioary purpose, distributed decisio-makig Wholeess, self-maagemet, evolutioary purpose Patagoia, Morigstar, Crisp Copyright 2016 RGCG, LLC 25