Lyssa and Simon explore the role and offer a definition of what agile coaching really means, what competencies you should expect and a framework for learning. As well as sharing some of the cool things being done in this space to maximise the chance of transformation success by having the right people.
Is conflict the key to a high performing team?
What if I told you without conflict your ability to improve through Agile & Lean will be severely limited. What role does conflict play in developing a high-performance team? When you encounter conflict do you shy away or move towards it?
It is natural to feel anxious around conflict and want to escape it. However, high-performance teams embrace conflict for the sake of improving and growing. In this session, we will explore how conflict is a normal and healthy part of any team environment. We will explore what causes conflict, and how to work with the conflict for the sake of landing in a better place. Believe it or not, you’ll even learn to provoke conflict for the sake of your team’s growth.
Facilitating distributed team meetings can feel like having one arm tied behind your back and one eye covered, but you can free yourself of these virtual constraints using other agile practices. Learn the tools and techniques to help you have a productive meeting
“Agile has become overly decorated. Let’s scrape away those decorations for a minute, and get back to the center of agile.”
The Heart of Agile is a fresh look at Agile that strips away a lot of the cruft that has built up over recent years. Collaborate, Deliver, Reflect, Improve. This talk goes over the addition of kokoro onto the shu-ha-ri sequence, and it’s implications for agile. A fun, light talk with heavy implications.
Following the heart of agile talk, Alistair answered questions from the audience using the unusual form of answering with stories. They are more fun to listen to, and often more illuminating.
Want a Sustainable Agile Transformation? Develop Your Org’s Agile Coaching Capability
Most companies that transition to Agile do so because they want the speed and innovation Agile promises. However, to realise that promise takes more than standing up and training teams.
Great Agile teams need solid Agile Coaches as an embedded 21st century leadership function, not just as a temporarily hired-out workforce using external consultants.
Perhaps more importantly, though, organisations need solid Agile Coaches as an essential component for establishing the deep and sustainable capability required to become a truly agile organisation. We now have learning pathways and skills training that make it possible to reliably develop an organisation’s agile coaching capability, from team-level Facilitators (such as ScrumMasters and Kanban Leads) to program-level Coaches to Enterprise Coaches.
In this session, Lyssa and Michael lay bare this development path, illustrates the organizational impact you can expect skilled Agile Coaches to have at each level of development, and shares emerging strategies for developing an organization’s overall agile capability.