Coaching Beyond Scrum
From Scrum Coach Retreat Wiki
How to identify the problem trying to be solved?
Contents |
Context
- Scrum Experts
- Professional Coaching
- Organizations/Leaders with Needs
Sprint 1
Work Flow Model?
- Initiation
- Assessment
- Analysis/solution
- Transitioning
Entry Point
- assessment
- unclear problem
- what do you mean by success (goals/measures)
- is their level of commitment aligned with our ability to help them achieve their goals?
- base the engagement on the entry point and the maturity of the org
insert chart on organization hierarchy of needs
Initiation Ingredients
- high level of trust
- loop approach
- have a model
- don't scare/overwhelm them
- be patient - listen
- they own the problem
- value-driven/true cost (sandler model)
- leaders is a model of the behaviors they want to see
Random
- Problem
- Root Cause
- Exit Conditions
- Leadership Workshop
Retrospective
Keep: space, even respectful conversation, good inspect/adapt loop in sprint, facilitation
Change: space, scribe, visuals, pictures, systems model, mind map, switch facilitators
Sprint 2
We need to understand how do we answer "They own the problem".
insert picture/graphic of the model (seesaw and problem/resolution cone
Who is they
- the buyer / sponsor
- manager of those getting coached
- who's getting coached
What is ownership
- being responsible
- admitting that there is a problem
- awareness
- identifying the problem
- deciding the problem is worthy to be solved
- empowerment
- commitment
- taking some actions
insert flashlight graphic
What is the coach's role in initiation / exposing the problem
- teaching
- mentoring
- asking great questions
- listening
- active listing (paraphrasing)
- understanding the world as they see it
- understanding their goals
- challenging assumptions
- letting them know that you understand
- building confidence that you can help
- expert advisor
- advocating on behalf of them
- clarifying mutual expectations
- building trust
How do we get them to own the problem
- ask questions
- games/exercises
- defining the context
- defining who is involved
- impact of problem on you/your organization
- what does the perfect world look like?
- what do you think you can solve?
- what is the best i can do to help you?
- do you think we can solve the problem?
- trust and verify
- exit criteria authentic ownership
Retrospective
Keep: facilitator, room, acceptance of new team member, continuity of people, team building, good synergy
Change: Visuals/models, question list, anti patterns/blind spots
Sprint 3
Speed Boat Game
We needed to brainstorm a little bit about the value/cost equation in initiating coaching engagements.
Take Aways
- Action
- Value
- Fair
- Fear
- Complexity
- Commitment
- Cost Focus
- Urgency
- Need Help
Wind (What propels us)
- focus on quality
- focus on utility
- "perfect world"
- client needs help solving their problem
- good fit with my services
- client understands their problem
- problem is urgent
- value is a well-known concept
- value metrics
- solving problem is worth money to client
- focus on fitment to purpose
- continuous improvement client
- trustful relationships
Anchor (What holds us back)
- cost driven (competitive bids)
- customers focusing on cost
- focus on rates
- client is not owning the problem
- client doesn't have skin in the game
- "compliance" client
- it's hard to talk openly about cost
- potential trust damage
- over promising, under delivering
- complexity of success factors
Reef (What are we afraid might capsize us
- client fears
- mistrust (hidden)
- J-curve - expensive upfront, longer until value
- they don't understand coaching
- missing sponsor
Destination (What does it look like if we get there)
- the engagement is focused on deliver, not operational elements
- balance between (value, client, rates, coach)
- lasting change and value
- client as advocate
- client buy-in/commitment
- tenacity
- motivation
- the client's decision to buy is confirmed
- fair contract (win/win)
Retrospective
Keep: speed boat, facilitation in down energy, hung in during low energy, pragmatic closure, supplies
Change: Save complex types for morning, room bad, explore new room, set goal in first 5 min, commitment of facilitator
Sprint 4
Goals / Data Capture
- recipe for initiating course
- identify need for future recipes
- game changer
- consultant (problem solver)
- order taker (contractor)
- process
- attracting them
- setting up
- financial/sales aspect is out of scope
Retrospective
Keep: high caliber of participants, closure on model and bus101, petri joining group
Change: unfocused, no sprint goal, no group techniques, better facilitation, disengaged, team dynamics
Sprint 5
Mapping fears and motivators of individuals within organizations onto Maslow's Hierarchy of needs.
Fears
What are peoples fears in an organization?
- self actualization
- uniformed
- confusion
- not progressing
- confusion
- constrained creatively
- esteem
- career limiting consequences
- not good enough
- how am i being measured
- not recognized
- loss of status
- i will be blamed for the failures of others
- i will be "exposed"
- negative perceptions
- am i permitted to fail
- i will be blamed for failure
- i will lose "control"
- love belonging
- i'm not able to change
- being blamed for any failures
- being overwhelmed
- I don't matter
- lonely
- not respected
- not supported
- my career path will become uncertain
- safety
- loss of work/life balance
- I will lose my job
- physiological
Motivators
What are peoples motivators in an organization?
- self-actualization
- able to express creativity
- feeling of purpose/meaning
- free from judgement
- mastery
- autonomy
- joy
- experimentation
- goodwill
- esteem
- achievement
- trust
- respect
- love, belonging
- socialization
- friendship
- belonging
- acceptance
- safety
- profits
- improvement of work/life
- physiological
Retrospective
Keep: high energy, visual, engaged, built something, less forced, more fun, human dimension, nice process
Change: slow start, team members had to leave, well-known outcome, did we really set and achieve a goal, need stronger tape
Resources
- Questions to ask Under For Organizations -> Tools -> Guidelines Questions
- Carlton Nettleton Powerful Questions Powerful Questions
- Fierce Conversations
- Crucial Conversations
- Gamestorming
- Thinker Toys
- Innovation Games
- The Three Laws of Performance: Rewriting the Future of Your Organization and Your Life
- Drive: The Surprising Truth About What Motivates Us
- Leader's Guide to Radical Management
- Linchpin
- Five Dysfunctions of Team
