Developing Agile Coaching skills.
Continual development of skills is an essential part go professional development of Agile Coaches.
But unfortunately, we see a lack of options to know what skills we are good at and what skills to develop further, an assessment, a development tools that will help Agile Coaches improve their most crucial skills, is something that is required.
But before we cover assessment and development tools, I would briefly like to cover who Agile Coaches are from my personal experience and view.
Agile Coaches help the organisation foster readiness and adaptability by helping companies improve of product, people and processes which in turn changes the company culture.
In the same vein, I believe that Agile Coaches must follow the same adaptability and dynamism, that they promote.
In my experience, the Agile Coach role has five different facets. The 5 facets are Coach, Mentor, Consultant, Trainer, and Facilitator.
These facets have different skills sets, combined with the capabilities, which is essential to know how and what to improve in each facet.
These facets connect with different parts of organisational improvement being undertaken and different work streams that an Agile Coach works on, an example is as following
Each of these skills has a trait, a behaviour that can be observed by others and by coaches themselves.
Now that I have put forth my mental model of agile coaching skills, I believe an assessment based on these facets and their observable behaviours would be more useful for improving the Agile Coach’s role and performance.
Responding to this belief, I am developing a tool consistent with assessing Agile Coaches’ performance, which is then provides a insight into different facets and what can be improved in each facet.
For time being this will be a self assessment, which mean who ever would like to take it would need to be aware and honest with themselves about their “Observables Behaviours”.
In the next blog I intend to publish the list of skills/ methods/ stances of each facet, based on my personal experience in agile coaching during last few years.
In future, We will be adding a 360-degree assessment, soon after a recommendation report for improving upon skills in each facet.
If you would like to take the assessment and know how you can develop in different facets, please ping me and I will send you a link to access the assessment.
Skills and capabilities are in constant flux.
One day one skill is crucial – the other day, a new capability overtakes it. The Knowledge Network Operating Model constantly evaluates and iterates upon the skills and capabilities needed for the organisation to overperform.
This and more I delve into in Element 1: Permanent Home of my new organisational operating model – give it a read and let me know what you think.
You will never have a “finished” organigram, hierarchical structure, or organisational design because circumstances change to force the organisation to change. The ecology shifts, so the organisation must adapt. The Knowledge Network Operating Model, or KNOM, is designed to continually be adaptive, always changing based on circumstances.
I see organisations as living organisms that can either shelter or adapt themselves based on four layers of interacting variables: Product/Service, People, Processes/Procedures, and Culture. Most companies pride themselves on adaption due to rapidly changing environments. Although, what I have experienced is that organisations do not follow such an adaptable mindset. The organisational structure is rigid and needs to reflect the opposite: dynamism and adaptability.