Category Archives: coaching

Consulting and Coaching – An Exploration

We occasionally see people confusing the terms “consultant” and “coach”. Some people tend to use those terms interchangeably while other people see them as distinct. I believe a consultant and coach normally serve two different purposes, however I also recognize the overlap in their abilities and responsibilities that may often lead to the confusion.

To me, a consultant is a referential expert who understands a particular domain or field. They are often brought in to observe and provide domain expertise and knowledge, and it is usually conducted ‘on site.’ A consultant typically provides specific directives, recommendations, suggestions, data or case studies to help their client (company or individual) make informed decisions and avoid pitfalls that might otherwise not be known. They may act as a sounding board to a company’s expressed needs and offer specific guidance on how to achieve those outcomes.  Typical reasons for bringing in a consultant include but are not limited to a need for a timely or quick resolution, or a need for a single-event decision (e.g. where the knowledge or decision will not likely be needed in the future).

A coach is also a referential expert who understands a particular domain or field. They also are most effective if they are ‘on site’, however their approach differs substantially from a consultant. A coach observes and typically provides guidance and suggestions, but they do not normally give answers. A coach is usually there to help a client realize the answers through exploration and discovery, and in doing so grow the client’s domain knowledge and problem solving skills. A coach will often use tools such as asking powerful questions and reflecting what they are observing back to the client. Anecdotes, examples, data, and parallels may be provided by the coach when they are helpful at providing context. A coach often acts as an agent to help a company grow their own expertise on how to achieve their business needs and outcomes, as well as to continuously improve how they work together, and in doing so become systems thinkers and a learning organization.

Organizations generally will hire either a consultant or coach when they have goals and they need domain expertise to achieve those defined outcomes. These goals may be determined by various factors, such as a wish to grow the company, or a need to respond to disruptions in the business world that make change a necessity. Either way, this usually means the client has a need for more agility, and the consultant or coach can help them achieve those outcomes.

The choice whether to engage a consultant or coach is often a complex one. However, when needs are urgent in a company a consultant will often be brought in to expedite the solution by providing advice and expertise. Meanwhile, a coach will usually address longer-term goals to help a company grow and realize their own solutions. As such a coach typically is a longer-term investment, however they usually provide longer-term assistance to a business to grow on many fronts or at an enterprise level.

A key difficulty from a company’s perspective is knowing what problem needs to be solved or what the baselines should be for their defined goals. To help with this decision, reputable companies will provide proper guidance and pre-sales support.  For example, BERTEIG has created the Real Agility Assessment, which is a tool designed specifically to identify the problem(s) that require addressing as well as what the baselines are.  Based on the results from this assessment an organization may determine which type of support is required including whether a consultant or a coach is more appropriate (or even required!)

Regardless of whether a consultant or coach is required, an organization would be wise to ensure the expert they bring in will be compatible, empathetic, considerate, inclusive and respectful towards their existing culture and environment. Certainly the skills and domain knowledge of the expert are critical factors to success, but equally important is whether this external individual will know how to connect with the individuals and the organization so they may be effective.  When you know they are aligned with your culture you can also ensure they will be accountable for helping you achieve your outcomes.

At BERTEIG we recognize how critical culture is to determining success so we ensure our consultants and coaches are compatible with an organization to help them achieve their desired outcomes. Please take a few moments to learn more about our team, or learn more about our coaching and consulting engagements in these case studies from Suncor and SickKids Foundation.

Header Image: CC0 Public Domain.  Free for personal and commercial use.

Source: Pxhere – https://pxhere.com/en/photo/1026034 


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Seeking Patterns Between Human Rights and Agility

Image Attribution

Photographer:  Zoi Koraki – https://www.flickr.com/photos/zoikoraki/
Source: https://www.flickr.com/photos/zoikoraki/15046030905/in/photostream/
License: Creative Commons https://creativecommons.org/licenses/by-nc-nd/2.0/

Preface: To be transparent in my agenda, I firmly believe there are strong parallels between Agility and Human Rights, and I believe that is a purposeful and direct by-product of the primary outcomes of the Agile Manifesto.  However, I have attempted to make this article a little different from others by more subtly embedding the learnings and patterns within the messages and on several levels.  As such I hope the connections are still obvious, and that you find this article refreshing, insightful, appropriate and useful.

A Premise

It seems everywhere I turn lately there is a scandal of greed, lust, abuse, harassment, violence or oppression in both the workplace as well as personal life. I’d like to believe the number of despicable activities is not actually increasing but rather I am simply exposed to more because we live in an age when the speed and ease of access to information is staggering. Certainly recent events are no exception to human history that records thousands of years of oppression, subjugation, control, and violence. My question is: as a supposedly intelligent species, why is it we have seemingly learned very little over the millennia?

I propose we have actually learned a great deal and made significant advances, yet at the same time we have experienced setbacks that repeatedly challenge that progress. These setbacks are often imposed by select individuals in positions of authority that choose to prioritize and exert their power, individual needs or desires over the rights and needs of others. However, I believe if we can truly harness the power of unity and collaboration we can make a significant positive difference, and that is what I seek your help in doing.

“The whole is greater than the sum of its parts.”
~ Aristotle

Finding a Beacon in the Darkness

Every day I find it disheartening to bear witness to people being physically and mentally hurt, abused or taken advantage of. In their personal lives and at home. At the workplace. In wars and conflicts. In human created environmental disasters. It seems there is no end to the pain and suffering or the countless ways to inflict it.

Meanwhile I sincerely believe many of us have the desire to make the world a better place, but given our positions and busy lives it can be daunting to make a real difference. In many instances we feel powerless to change the world because someone else has authority over us or over the system. It may also seem pointless to commit to change something we as an individual have little to no control over. It can also be risky to draw attention to ourselves by speaking against others in a position of power who may and sometimes will exert their influence to attack and hurt us as well as those we care for.

Despite the temptation to hide from the noise we must remain strong and acknowledge that by creating transparency and visibility in to dark and sometimes painful events we are actually opening the door to the opportunity for positive change. Obscuring truth does nothing to help a worthy cause or to better society. Remaining silent about an injustice does not provide the victim with any form of respect or comfort. Pretending something didn’t happen doesn’t make the consequences and outcomes any less real for the casualty. Inaction does not provide any benefit except perhaps the avoidance of an immediate conflict.

Many times, shining a light on something does provides tangible benefit. It creates visibility and awareness, and provides opportunity for the truth to be exposed. Although transparency itself may not solve a problem, reflection and openness should make the misalignment more critical and obvious. I believe the majority of us want trust, and honesty wherever we are, whether it be in the boardroom, on the manufacturing floor, in a political office, or even in a private home.

“Each time a man stands up for an ideal, or acts to improve the lot of others, or strikes out against injustice, he sends forth a tiny ripple of hope, and crossing each other from a million different centers of energy and daring, those ripples build a current that can sweep down the mightiest walls of oppression and resistance.”
~ Robert Kennedy

However we must also acknowledge that sharing truth may often be painful and uncomfortable, and in order to create the opportunity for truth we must first provide individuals with safety so they may find the courage to do what is right. Without safety people fear reprisals, embarrassment, retribution, consequences, and loss of respect. History has taught us that without safety and courage we can not expect most people to bridge the chasm from fear to justice, and as a result the silence will continue. With silence there will be no hope for change. So in order to help define expectations and to foster a safer environment for effective communication we need a code to live by; one that provides standards and creates safety – that serves as a beacon in the darkness so that we may uphold ourselves and one another to it.

To be absolutely clear, I am not saying that policies, processes and tools are more important than people. Instead, I am acknowledging that the right combination of policies and processes with appropriate tools and a method to uphold those ideals should serve to provide opportunity for fairness for people, which is the desired outcome.

A Disturbing Retrospective Leading to a Hopeful Outcome

At the end of World War II when “relative” safety was finally achieved, people were exhausted, shocked and appalled with the magnitude of human atrocities they bore witness to. Given the darkness of the times it may have seemed less painful to move on, put it in the past, and perhaps even obscure disturbing facts rather than revisit them in the pursuit of learning. Instead, the leadership of that time chose to leverage careful inspection to uncover truths and provide visibility with the aspiration that something good could flow out of the evil. In the end the aim was to use the learnings to create a shared understanding and define standards and expectations for a safe environment in the future.

“Those who cannot learn from history are doomed to repeat it.”
~ George Santayana

To this end I believe we already have a code to live by, but I surmise most of society doesn’t give it the continuous, serious consideration and support it deserves. The United Nations Universal Declaration of Human Rights (UDHR) was created on December 10, 1948 as a direct outcome of the learnings from World War II, and in this brief but impactful document are 30 articles that define human equality and set the standards for safety. Despite some of its choice wording and age (at almost 70 years) I believe it is still directly relevant and bears serious attention.

(http://www.un.org/en/universal-declaration-human-rights/)

UDHR
Universal Declaration of Human Rights

The UDHR document transcends political borders, gender, orientation, race, religion, boardrooms, workplaces, homes, family, and economic status. Every person on this planet should not only just read it, but actively live, work, and explicitly honour the values it represents. The UDHR should become the definitive core learning article for every child. If we all continuously make a firm commitment to hold ourselves and others by the standards in the UDHR I believe we could collectively create opportunity for better safety, transparency, respect, and courage in the workplace, at home, and abroad by putting focus on what matters most – equality and the value of and compassion for human life.

The UDHR document may be policy, but with continuous effort, unilateral agreement and support it enables and empowers people. It may not be perfection, but it is aspirational towards it. It focuses on individual rights but strongly values human interaction. It promotes balance, harmony and partnerships. It demands mutual respect and caring. It is elegant in its simplicity. It promotes collaboration and shared responsibility. It defines clear expectations for a safe environment.

“Continuous effort – not strength or intelligence – is the key to unlocking our potential.”
~ Winston Churchill

I believe the UDHR is the manifesto of real, human agility, and if enough of us embrace and enforce it I believe we could collectively make real, positive change.

Now, A Challenge

I challenge each and every one of you to take time to read the UN Declaration of Human Rights. I don’t just mean on the train on the way to work, or over morning coffee, or while your kids are playing soccer or hockey, or whatever you do to pass a few minutes of time. I mean take time to really, truly and deeply comprehend what each of the thirty articles are saying. Reflect on the value of wisdom that it provides and how that wisdom came from pain and learning. I then encourage you to share it with every family member (adults and youth) and ask for constructive feedback on what it says about them and personal life. I encourage you to share it with every co-worker and then have an open, honest dialogue about what your company culture and leadership either does or fails to do to provide a safe work environment and to promote equality, truth, transparency and human rights.

Then, I challenge you to ask every single day “Given the declaration, what small positive adaptation or change can I make right now to help our family, friends, peers, coworkers and humanity achieve these goals and outcomes?” You could start with something as simple as a brief conversation, and see where it goes.

“Darkness cannot drive out darkness; only light can do that. Hate cannot drive out hate; only love can do that.”
~ Martin Luther King, Jr.

I asked myself that very question after visiting the UN General Assembly and Security Council Chambers in New York late last year. In response, one of my first actions in 2018 is to publish this article in an effort to re-establish awareness about the UN declaration and how it may bring hope and positive change if we can rally enough people behind it. How about you?

A secondary (and arguably less important) challenge I am issuing for Lean and Agile enthusiasts is for you to identify the patterns and key words in this article that I have borrowed from various facets of the Lean and Agile domains (hint: there are at least 20 different words – can you spot them). I purposefully embedded these patterns and key words in this article to explicitly highlight the parallels that I see between Agility and the UDHR and I hope you see them too.


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The Soft Skills Revolution: Why You May Want Team Development

If you go on line and type “soft skills” into your browser, you will come up with a plethora of sites. That’s because soft skills are being touted as the most important skill set for any individual in any career. Soft skills are becoming de rigeur in job applications and leadership training of every kind. One might say that there is, in fact, a soft skills revolution occurring in every sector of society.

What is motivating this revolution? Perhaps the more automated our world becomes, we see that our more human characteristics and relationships are needed to balance such a high degree of automation. Perhaps it’s become clear that human characteristics are what drive everything forward in either a positive or negative fashion.

Wikipedia describes soft skills in this way:

Soft skills are a combination of interpersonal people skills, social skills, communication skills, character traits, attitudes, career attributes, [1] social intelligence and emotional intelligence quotients among others that enable people to effectively navigate their environment, work well with others, perform well, and achieve their goals with complementing hard skills. [2]

By another definition, soft skills are those skills that are difficult to measure.

With the advent of the Agile Manifesto (www.agilemanifesto.com) and agile processes permeating business and organizational cultures more and more, people are abandoning the silo mentality and striving to create a more communal environment and team consciousness. Many organizations and businesses are learning that teams rather than individuals are more effective at accomplishing goals.

When a team of people have to work together, there is an expectation that they will all do their best to get a job done. On the other hand, it’s also normal for people on a team to encounter hiccups and even conflicts, whether it’s issues of personality, ego or disagreements of one kind or another. Then there are those team members who do not feel safe to offer their opinion, or those who harbor a prejudice against a certain type of person they may be required to work with.

By putting people together to work alongside each other day after day, we are creating a potent mix. Human beings are extremely complex and diverse after all. There are volumes written about both the need for and the difficulty of people working and achieving together.

From a recent Insight BTOES newsletter about hiring practices:

If they’re the best there is in their craft but would prefer to just do their job and be left alone, it isn’t likely they’ll engage in team improvement activities and become a contributing part of the new culture. It’s simply not worth taking on the resistance/non-engagement that you’ll have to deal with until your patience runs out and you’re right back where you started…”

http://insights.btoes.com/hard-skills-or-soft-skills-more-important-leadership-culture-transformation

Many corporations now claim that soft skills are the number one priority when hiring, Hard skills can be easily taught but soft skills make the difference whether a person is even teachable and flexible enough for a corporate environment.

This is just the tip of the iceberg, because soft skills have not been the focus of our education systems, and those who have them need continuous practice and improvement. But everyone has the potential to become more empathetic, cooperative, supportive, and respectful.

Whether it’s learning to communicate effectively, or to create a sense of cohesion in a team, there are many pieces that can be put in place to help any team (and its individual parts) be more powerful, effectual and happy.

One very basic ingredient that can make a world of difference to a team’s work is to feel safe. Safety comes with having clear and consistent goals. Team members feel safe to speak his or her mind without fear or judgement, even if their opinion is different from others. A team feels safe to experiment and to succeed or fail. Safety is built on the very essential idea of trust.

Psychologist, author and consultant Harvey Robbins has written extensively about the idea of trust as a key element of any team. He describes trust as follows:

· Trust means setting clear, consistent goals. If people don’t know exactly what they’re supposed to, they will feel set up to fail…

· Trust means being open, fair, and willing to listen. This requires more than making a thoughtful, considerate face. It means listening to the words other people are saying.

· Trust means being decisive… It’s a challenging thing to say, but sometimes it’s better to make any decision – good, bad, or indifferent – than it is to make no decision at all.

· Trust means supporting one another…Your team belong to you, and you belong to them.

· Trust means sharing credit with team members. You are there for them, not vice versa. If you are a glory hog, you are stealing from the team.

· Trust means being sensitive to team members’ needs. You should know what legitimate secondary agendas they may have, and be willing to help them achieve their personal goals.

· Trust means respecting the opinions of others. The worst thing a leader can do is denigrate or dismiss or ignore team members. If they’re no good, move them off the team. But even then you owe them your respect.

· Trust means empowering team members to act. It means trusting that they are up to the challenges that you trained them for…

· Finally, and ultimately, and most difficultly, trust means being willing to suffer… The ordinary leader exposes his people to all the risk. The trusted leader assumes risk himself.

Article Source: http://EzineArticles.com/716760

When a team has clearly articulated goals, it helps build a sense of cohesion, in that every member is aware of what they are working toward. When team members are allowed to work out an action plan toward achieving a goal, this gives everyone a stronger sense of purpose and ownership.

If you’re wondering whether a Team Development workshop would be of benefit to, or is necessary for your business or organization, here are some thoughts from MindTools that can help you decide:

  • Are there conflicts between certain people that are creating divisions within the team?
  • Do team members need to get to know one another?
  • Do some members focus on their own success, and harm the group as a result?
  • Does poor communication slow the group’s progress?
  • Do people need to learn how to work together, instead of individually?
  • Are some members resistant to change, and does this affect the group’s ability to move forward?
  • Do members of the group need a boost to their morale?”

https://www.mindtools.com/pages/article/newTMM_52.htm

Everyone has the potential to grow their soft skills. However, a company may not have the resources to help unlock this potential in its employees.

If team development is not part of a company’s culture there may be discomfort in dealing with friction arising from a lack of soft skills. In this case, an external facilitator or coach can be a very helpful resource to guide a work team, using thought-provoking activities and role-playing, to find greater connection and trust amongst themselves, and to address issues with a detached point of view.

Organizing such a workshop for your team does not mean they are not doing well or failing. It means you, the team lead/ manager/ CEO/ HR person, etc, care about your team’s best interests, highest achievements and happiness.

Valerie Senyk is a facilitator for Team Development with BERTEIG, and can be contacted by going to http://www.worldmindware.com/AgileTeamDevelopment


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How HR Can Save or Destroy Agile

“Business engagement alone is a necessary but not sufficient condition for Agile to succeed”

It’s taken a while but now it’s well understood amongst seasoned Agile practitioners that Business engagement is necessary for successful Agile implementations. Just when we thought engaged Business owners were enough, we’re now realizing Business engagement alone is not sufficient. The impact of corporate shared services, especially Human Resources (HR), on Agile adoptions or transformations are often overlooked. In fact, Agile practitioners often bypass HR in their zeal to quickly change the way they work and the related people processes.

“Companies are running 21st century businesses with 20th century workplace practices & programs”

– Willis Towers Watson

It’s not just IT departments practicing Agile but 21st century businesses overall that are characterized by flatter organizations and an insatiable appetite for small ‘a’ agility. Agility that is pushing and breaking the envelope of current HR processes and tools. Agile individuals and teams are very vocal when it comes to calling out technical obstacles in their way. The same could be said when it comes to HR related obstacles that impact Agile individuals and teams. If we listen, here’s what we would hear:

  • “Can we team interview the candidate for attitude and fit?”
  • “I was an IT Development Manager. What’s my role now?”
  • “My manager doesn’t see half of what I do for my team. How can she possibly evaluate me?”
  • “With no opportunity for promotions in sight, how can I advance my career?”
  • “Why do we recognize individuals when we’re supposed to be focused on team success?”
  • “Charlie’s not working out. Can we as the team fire him?”

As the volume increases, how will HR and HR professionals respond?

“2016 will be the year of Agile HR … most HR teams have no clue what Agile HR means”

– HR Trend Institute

The reality is that most HR teams have no clue what Agile is, never mind how it will ultimately rock their world. Most Agile initiatives emerge from the grass-roots or are driven independently by IT functions with little to no involvement from HR. HR  sits on the sidelines and watches IT “do their thing”. There is a misconception that Agile exclusively falls under the IT domain; overlooking the fact that the core of Agile is about the people and culture – the sweet spots of the HR profession.

There are three significant change movements gaining momentum:

  1. Reinventing the way we work – whether it’s IT adopting Agile or an organization becoming more nimble.
  2. Reinventing HR – where HR is moving beyond its historical focus on basic people administration, compliance and transactions to a valued place at the executive table; ensuring context and alignment across the business to generate Customer delight.
  3. Reinventing organizations – as the level of human and organizational consciousness evolves from valuing meritocracy, accountability and innovation to valuing self-management, wholeness and evolutionary purpose. (See “Reinventing Organizations” by Frederic Laloux: http://www.reinventingorganizations.com/)

All three have the common denominator of people; an integral part along the entire timeline of each movement. As these three movements overlap – at the intersection – will be HR. So, who better to help navigate the emerging paths of each change than “the People’s people”?… otherwise known as “HR”.

An analysis of the Human Resources Professionals Association’s (HRPA) Competency Framework shown below can help guide which HR competencies will have the greatest impact (on a scale of 1 to 10) on Agile.

“How do we get HR started towards their destiny?”

If you’re an Agile team member, invite HR to start a conversation about what Agile is and how they can help you and the team.

If you’re an HR professional, here are some suggestions:

  • Learn about Agile
  • Visit with your Agile teams during sprint reviews or daily scrums
  • Talk to your friends and colleagues about their Agile experiences and challenges
  • Review in-progress HR process & tool changes through an Agile lens
  • Partner with IT and other Agile implementation stakeholders to guide the success of Agile

To help HR take the first step, here are some suggested Agile learning resources:

It’s time for HR to get off the sidelines and get in the game.  HR needs to be a “friend” to Agile, not perceived as a “foe”.

Borrowing from a Chinese proverb,

When the winds of change blow, some will build walls while others build windmills… the harnessing of your greatest natural resource, your people, into power.

Build windmills.


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14 Things Every Agilist Should Know About Kanban

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So you are embarking on an Agile transformation. One important thing you need to figure out (and hopefully you have some consultants helping you) is how many Scrum Teams you will need for product development and how many Kanban teams you will need for operations, deployment, support, maintenance, keeping the lights on, etc. Because when you create a bunch of cross-functional teams they will have gaps in their Agile engineering practices and their definition of “done” will have to be limited by several organizational factors. The teams won’t have access to many of the environments and there won’t be enough specialized resources to assign to each team. Plus, the nature of the work coming into the ops and support teams are much more finely grained and varied than user stories in a Sprint Backlog and it’s important that the Scrum teams focus on their products and are not disrupted by every little change request from the business. So you need Kanban teams to do the work that the Scrum Teams can’t do yet as well as the stuff that you don’t want your Scrum Teams to be distracted by.

That’s more or less the popular consensus on the role of Kanban in the Agile community. Some acclaimed thought leaders have even written popular books and blog posts about it. But if one digs a little deeper, one finds that there is much more to Kanban than meets the common agilist’s eye (although clearly this is changing, evidenced by the existence of this piece of writing). So here are the 14 things that I can think of off the top of my head:

  1. The Kanban Method is not about transformation. At least not the radical, deep Satir J-Curve brand of transformation that has been attempted in many organizations. All too often with the radical approach, there is enough resistance to change and enough ensuing chaos for the leaders of the organization to lose patience with the change initiative before the system has a chance to recover.
  2. Moreover (and dangerously), many so-called champions of change are not aware that Satir was a psychotherapist and that her J-Curve method was employed to change the identity of her clients, breaking them down and building them up again. What’s important here is that Satir was a psychology professional working with willing clients to help them transform into the people they wanted to be. This is not the case with most professional knowledge workers. Knowledge workers tend to not be seeking this kind of service from managers and coaches. A more brutal version of this technique has been employed to transform teenagers into deadly soldiers.
  3. Instead of deep J-Curve transformation, the Kanban Method proposes small, rapid J-Curve experiments. This approach to change provokes less resistance, avoids extended periods of thrashing in chaos and the severe testing of leadership patience. Well-designed small J-Curve experiments produce just enough organizational stress to stimulate change without drop-kicking people into deep chaos and despair and forcing the regression of an organization to lower levels of trust and maturity.
  4. The Kanban Method is a management system for the design and evolution of the interdependent services of an organization. Such services are often composed of several Scrum Teams, shared services, managers, senior staff and specialists and are often themselves served by other services. Every service is delivered via a system of stages of knowledge discovery (rather than hand-offs). See more on this here.
  5. The design of a system determines the fitness for purpose, flow of value and quality of the service (as demonstrated by Deming’s Red Bead Experiment). It’s not about high-performance teams. It’s about the performance of the system.
  6. Transparency of the system empowers knowledge workers to self-organize around the work because they understand the system and are trusted to know what to do in order to deliver the service.
  7. Kanban managers are systems managers, not people managers and not coaches.
  8. Team-level Kanban is actually a form of proto-Kanban—still Kanban, but in an immature state, an incomplete rendering of a service delivery system.
  9. A Kanban system is a pull system. The capacity of the system is calibrated for optimum flow. New work enters the system when there is sufficient capacity to absorb the new work without overburdening the system and disrupting flow. Demand is balanced against capacity.
  10. All demand is potentially refutable. When there is capacity in the system to start new work, sources of demand collaborate to determine what is the most important work to start next and the system is replenished.
  11. Deciding what to start next is based on economics—transparent and rational risk assessment.
  12. Once the system is replenished and there is a commitment to deliver the newly-started work, risks are managed with explicit policies such as classes of service, work-in-process limits, pull-readiness criteria, feedback loops and relevant metrics (i.e. not team velocity).
  13. Average lead time from project or feature commitment to completion is a basic metric. Improving the system results in a reduction in both lead time and lead time variability. Delivery forecasts are based on historical lead time data. Deadlines are also managed with lead time data (i.e. deciding when to start something).
  14. All of the above is the responsibility of management. This should leave little management capacity for monitoring individual performance and story point velocity of teams (white bead count). A sign of a mature Kanban system is that managers have improved their behaviour and are focused on improving the system and that knowledge workers are free to self organize around the work as skilled, adult professionals.

If you are interested in the history of the Kanban Method, start here.

Best starter book: Essential Kanban.


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Building New Capacity

One concept that is integral to BERTEIG’s vision is for the company to grow organically through systematic capacity-building of its team…Which is one reason why I attended Coach’s Camp in Cornwall, Ontario last June. However, I discovered that my understanding of coaching in an Agile environment was totally out to lunch, a universe away from my previous experiences of being an acting and voice coach.

Doing a simulation exercise in a workshop at Coach’s Camp, I took the role of coach and humiliated myself by suggesting lines of action to a beleaguered Scrum Master. I was offering advice and trying to solve his problems – which is, I learned, a big no-no. But I couldn’t quite grasp, then, what a coach actually does.

Despite that less-than-stellar attempt, I was curious to sign up for Scrum Alliance’s webinar called “First Virtual Coaching Clinic,” September 13, 2016. They had gathered a panel of three Certified Enterprise Coaches (CEC’s): Michael de la Maza, Bob Galen, and Jim York.

The panel’s focus was on two particular themes: 1) how to define and measure coaching impact, and, 2) how to deal with command and control in an organization.

The following are some of the ideas I absorbed, which gave me a clearer understanding of the Agile coaching role.

Often, a client is asking a coach for a prescription, i.e. “Just tell me/ us what to do!” All three panel members spoke about the need for a coach to avoid being prescriptive and instead be situationally aware. A coach must help a customer identify his/her own difficulties and outcomes correctly, and work with them to see that achieved. It’s helpful to share stories with the client that may contain two or three options. Be as broad as possible about what you’ve seen in the past. A team should ultimately come up with their own solutions.

However, if a team is heading for a cliff, it may be necessary to be prescriptive.

Often people want boundaries because Agile practices are so broad. Menlo’s innovations (http://menloinnovations.com/our-method/) was suggested as a way to help leaders and teams play. Providing people with new experiences can lead to answers. What ultimately matters is that teams use inspection and adaptation to find practices that work for them.

A good coach, then, helps a client or team find answers to their own situation. It is essential that a coach not create unhealthy dependancies on herself.

It follows that coaching impact can be measured by the degree of empowerment and courage that a team develops – which should put the coach out of a job. An example mentioned was a case study in 2007 out of Yahoo which suggested metrics such as ROI, as well as asking, “Does the organization have the ability to coach itself?”

Other indicators that can be used for successful coaching have to do with psychological safety, for example: a) on this team it is easy to admit mistakes, and, b) on this team, it is easy to speak about interpersonal issues.

When it comes to ‘command and control’ (often practiced by organizational leaders, but sometimes by a team member), the coaches offered several approaches. Many individuals are not aware of their own behaviors. A coach needs to be a partner to that client, and go where the ‘commander’ is to help him/her identify where they want to get to. Learn with them. Share your own journeys with clients and self-organizing teams.

A coach needs to realize that change is a journey, and there are steps in between one point and another. Avoid binary thinking: be without judgement, without a definition of what is right and wrong.

The idea of Shu Ha Ri was suggested, which is a Japanese martial arts term for the stages of learning to mastery, a way of thinking about how you learn a technique. You can find a full explanation of it on Wikipedia.

Coaching is a delicate process requiring awareness of an entire organization’s ecosystem. It requires patience and time, and its outcome ultimately means independence from the coach.

Have I built capacity as a potential Agile coach? Not in a tactical sense; I won’t be hanging out a shingle anytime soon. But at least I‘ve developed the capacity to recognize some do’s and don’t’s...

That’s right: capacity-building IS about taking those steps…

Watch Mishkin Berteig’s video series “Real Agility for Managers” using this link: https://www.youtube.com/channel/UCBZPCl3-W1xpZ-FVr8wLGgA?feature=em-share_playlist_user


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