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--- coaching_values_and_principles [2018/08/27 09:35] – Updated "does not do" section hpsamios
+++ coaching_values_and_principles [2021/01/04 13:10] (current) – Cleaned up text. Factored in FiveWhyz hans
@@ Line 1: / Line 1: @@
 ====== Coaches Values and Principles ======
-**__Note: Work in progress (a challenge to work this)__ **
+Since so much of Agile and Lean operates through values and principles it is clear there are also values and principles that can be applied to Coaching. The following values and principles reflect my view of "good" Coaching.
-Since so much of agile and lean operates through values and principles, I decided to start working on some coaching values and principles.
 ====== Values ======
-  * Help folks understand the mindset, values and principles, not just the practices
+  * Start with "why": At all levels, at all times, the first thing coaches should provide is an understanding of "why" a particular practice, principle, or value makes sense and how it is applied successfully to the organization.
-  * Don't feed folks; teach them how to fish.
+  * Respect what has already been accomplished and the people that have done it: Most organizations that want to increase their Agility are already successful, and have been made that way by the people of the organizations. Coaching should leverage this success and to offer up improvements, not wholesale replacement, of what made the organization and its people successful in the first place. Coaching should be done with humility.
+  * Skin in the game: Coaches should have a stake in the success of the coaching work based on the impact to the organization and people being coached.
+  * Work ourselves out of a job: In other words, our primary goal is to "Teach an organization to fish", to coach the internal coaches, to train the internal trainers, and to ensure that people can use value, principles and practices to improve without outside intervention.
+  * Go to the “Gemba”: Work hard to understand issues, problems, successes, etc. by working directly with the people in their place of work, rather through reports, metrics, etc.
+  * Be the change: Adopt Lean and Agile values, principles, and practices. Lead by example and, in particular, be a servant leader. Work the change using iterative and incremental approaches, leveraging the Plan – Do – Check – Act (PDCA) cycle.
+  * You cannot change more than your customer wants to change: The limiting factor on change in an organization is willingness of the organization and its people to absorb and thrive on change. Coaching is not about forcing organizations to change; its about continuous, relentless improvement.
 ====== Principles ======
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   * Development of team spirit: Self-organization, whole team, energized work, and empowering the team. From Wooden “The coach must use every bit of psychology at his command and use every available method to develop a fine team spirit on his squad. Teamwork and unselfishness must be encouraged at every opportunity, and each [team member] must be eager, not just willing, to sacrifice personal glory for the welfare of the team. Selfishness, envy, egotism, and criticism of each other can crush team spirit and ruin the potential of any team. The coach must be aware of this and constantly alert to prevent such traits by catching them at the source before trouble develops.”
-====== Coaching Philosophy ======
+====== What Does a Lean-Agile Coach Do? ======
-  * Work ourselves out of a job
+Coaching is a mix of:
-  * Go to the “Gemba”
-  * Be the servant leader
-  * Its not “it depends” – state approach as well as pros and cons
-  * Coach with humility
-  * You cannot change more than your customer wants to change
-  * Plan – Do – Check – Act (PDCA)
-  * Constantly refer to the agile, SAFe, etc mindset we want
-====== What Does an Agile Coach Do? ======
+  * Growing skills, knowledge, and confidence using just-in-time teaching within the organization’s context
+  * Preparing people for ceremonies, meetings, etc.
+  * Practicing skills side-by-side (as appropriate)
+  * Providing fast feedback and facilitating change
+  * Providing training to fill gaps in knowledge
+  * Facilitation to improve information sharing and decision making
-Teach:
+A coach must be prepared to:
-  * Coaches provide formal and one-on-one agile training to any member of a delivery team. They craft industry knowledge to the context of an organization and team. They promote collaboration for diversity in thinking.
+  * Coach: At an individual level and at a team level. Help teams and individuals to achieve high performance by embracing Lean-Agile mindset and practices.
+  * Teach or Train: Coaches provide formal and one-on-one agile training to any member of a delivery team. They craft industry knowledge to the context of an organization and Team. They promote collaboration for diversity in thinking.
-Mentor
+  * Mentor: Coaches share previous professional experience in context and help people in the organization develop the skills. The work to train internal Trainers and coach internal Coaches.
+  * Facilitate: Guide the teams and individuals through ceremonies. Usually low touch, letting them go through the works.
-  * Coaches share previous professional experience in context.
-Facilitate
-  * Guide the teams and individuals through ceremonies. Usually low touch, letting them go through the works.
-Coach.
-  * At an individual level and at a team level.
-  * Help teams and individuals to achieve high performance by embracing Lean-Agile mindset and practices.
 Coaching Cycle
-Typical cycle of an agile coach is 6 months. The first three months are high engagement and last three are low engagement. Coaches start a client with a high engagement and cycle off with a decreasing engagement. Let's use the agile adoption curve.
+Typical cycle of an Agile coach is 3-18 months. The first three months are high engagement and last three are more ad-hoc engagement - high engagement for a specific issue, but much less continuous engagement. Coaches start a client with a high engagement which tapers off as they take more responsibility for their learning.
-We walk them through
+Coaches walk people and organizations through the:
   * Peak of expectation
@@ Line 61: / Line 52: @@
   * Outcome of enhanced productivity
-====== Why Hire A Coach? ======
+====== What is the Outcome of Coaching from Coaches Perspective? ======
-Some ideas:
+To be "out of the job" while the organization and people that have been coached can take full responsibility for their improvement. And to be a trusted advisor, for when issues come up in the future.
-  * Experience. In particular, not because coaches are any smarter.
-  * Outsiders help bring perspective "You can't be a sage in your own village"
-  * Enthusiasm. Help overcome organizational inertia
-====== Outcome from Coaches Perspective ======
-Be a trusted advisor
-Be out of that job
 ====== What We Don't Want to See ======
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   * A coach does not take ownership of project deliverables. The Team stays accountable and responsible for meeting goals and objectives.
   * A coach works him/her-self out of a job. In particular there is not room for a "If you are not part of the solution there is plenty of money to be made in prolonging the problem" attitude. If you are not helping you should stop or help find someone who can help.
+  * Before a coach even gets started with an engagement they need to be sure they can help, or walk away from the business.
+  * A coach does not respond to questions with “it depends”. Coaches state approach(es) as well as pros and cons of these approaches in the context of the organization and then ensure that any decisions are made by the people involved (not the coach).
 ====== Want to Know More? ======
+  * [[how_much_coaching_do_we_really_need|How Much Coaching Do We Really Need?]]
   * [[What are the Characteristics of a Great Coach?]]
   * [[:what_kind_of_questions_should_we_ask_if_we_are_hiring_a_coach|What Kind of Questions Should We Ask If We Are Hiring a Coach?]]
+  * [[https://www.fivewhyz.com|FiveWhyz Coaching Values]]
+{{tag>Learning Reference Coaching Values Principles}}
-{{tag>Learning Reference Coaching Values Principles ToDo}}