Developing Agile Coaching skills.
SAKET BIVALKAR
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.
KNOM Element Three, Producing Results Incrementally and Iteratively: Part 4
With the Knowledge Network Operating Model (KNOM), you avoid the degradation of teams while harnessing the most important competitive advantage for an organisation: its people.
This article is part 3 in my KNOM series delving into Element 3, where plans turn into execution in radical new ways based on Way of Work principles, Whole Scale Change, and Dynamic Reteaming.
As J.R.D. Tata said: “The effective execution of a Plan is what counts and not mere planning on paper; it is not what we put on our plate or even what we eat that provides nourishment and growth, but what we digest.”
KNOM Element Two, where adapted direction and strategies are formed: Part 3
Element 2: Strategy Formation and Planning is the insight that strategy is not something planned but a continual process of learning and adaption. It is an ongoing and pivotal methodology running throughout the entire KNOM structure explained in The Overview of KNOM.
KNOM Element One, where skills and capabilities are taught, acquired and iterated : Part 2
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.