Coaching Agile Teams: A Companion for ScrumMasters, Agile Coaches, and Project Managers in Transition

by Adkins Lyssa

You cannot make a commitment on anyone else’s behalf and expect committed behavior from them. Gravity.

"No involvement means no commitment" Jim Highsmith, Adaptive Software Development

Wary of introducing a definition of high performance instead of starting with an expression of high performance from the team

Consider Marquette / Covey Ladder of Leadership instead

Yes, you are coaching to help someone reach for the next goal in their life, just as a professional work/life coach does.

Only if you've chosen this as a problem to solve. Suspect this framing of Agile Coaching reflects author's journey from PM to work/life coach rather than something fundamental.

First and foremost, we uphold agile.

"Uphold agile" vs "helping people solve problems"

Project boundaries become blurred with agile because we value creating products that meet the business needs rather than finishing projects on a predetermined end date.

Best value given constraints. Fixed time, variable scope.

the coach takes the strong stand needed to get to the next level of agility possible for each person and, in so doing, raises the level of agility all around.

Don't like the emphasis on getting to "the next level of agility" rather than helping people solve problems with some insight into the nature of software product delivery problems.

As their coach, I hold out a clear picture of what agile done well looks like, and I do not ever compromise that vision.

Even this makes me wary of not distinguishing your problem from their problem.

Conflict is inevitable on any team, but especially on an agile team because we expect agile teams to collaborate, which means being vulnerable with one another.

Not sure about this logic. Vulnerability may occur but I wouldn't say is a primary leverage point. Safety maybe?

It is easier to facilitate when you know the key points of the techniques you’re trying to facilitate

Light-touch facilitation means that the coach always remembers that “This is their meeting, not mine.”

This is rather passive-aggressive and also violates the previous, “it’s not your meeting” premise

Chapter 7. Coach as Teacher

This is really about kicking off new teams, not teaching per se

At most present the problem, not the solution

It’s not your problem to put your foot down

Too focused on agile rather than what problems people have

BART analysis

Original paper more interesting

Prefer Crucial Conversations over this

coach should first attempt to address conflict by addressing performance.

Losada associated with replication crisis

Prefer 9 coaching roles

Note these came out of a 2 day exercise over 17 years ago. We’ve learned a lot since then.

At least 2 people here are not good role models.