Coaching Beyond Scrum

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How to identify the problem trying to be solved?




  • 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



  • Problem
  • Root Cause
  • Exit Conditions
  • Leadership Workshop


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




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)


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


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.


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


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



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



  • Michael Wollin [1] [2]
  • Derek Neighbors [3]
  • Jim York [4]
  • Daniel Gullo [5]
  • Petri Heiramo [6]
  • Peter Hundermark [7]
  • Seigfried Kaltenecker [8]

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