What coaching models guide your agile coaching interventions?

The real success of implementing GROW Model in collaboration with Agile Coaches and Leadership. It may sound simple but in most of the organizations it is extremely difficult because it required leadership mindset changes.

The GROW model's strength lies in its simplicity and adaptability, making it a powerful tool in the agile coach's arsenal. By focusing on Goal setting, understanding the current Reality, exploring Options, and defining the Way Forward, it aligns perfectly with agile principles of iterative development and continuous improvement. Its structured yet flexible approach facilitates meaningful conversations that drive actionable insights, making it invaluable for fostering a culture of self-reflection and proactive problem-solving within agile teams.

In my coaching journey, I've explored various models like GROW, Shu-Ha-Ri, and ACCF with diverse teams, leaders, and clients. However, the Solution-Focused approach truly stands out in driving impactful transformations. With simple GQM: setting clear Goals, asking insightful Questions, and defining success Metrics—lays the groundwork for focused coaching interventions. This tailored approach ensures coaching is experiential, fostering enduring changes. It empowers teams to adapt practices effectively, promoting continuous improvement through monitoring, reflection & adaptation. A crucial step is conducting an assessment of the current state via surveys, measuring incremental progress to boost commitment, motivation & drive accountability.

El Modelo Grow tiene cuatro etapas diferenciadas: ? Marcar el objetivo (Goal) de la sesión, a corto y largo plazo. ? Comprobar la realidad (Reality) para estudiar la situación actual. ? Valorar las opciones (Options) y las estrategias o actuaciones alternativas. ? Determinar qué (What) se va a hacer, cuándo (When) va a hacerse, quién (Whom) lo hará, y la voluntad (Will) de hacerlo. Ahora podemos hablar también del modelo GROWTH Coaching, que es una versión extendida del modelo GROW de Performance Coaching., incluyendo las etapas "Tácticas" y "Hábitos" en este nuevo proceso de entrenamiento.

Goal: Start by clarifying the objectives. Ask, "What do we want to achieve?" This helps align the coaching intervention with desired outcomes ??. Reality: Assess the current situation. Questions like, "Where are we now in relation to our goal?". This stage grounds the conversation in the present context ??. Options: Brainstorm potential strategies and actions to overcome obstacles and move closer to the goal. Ask, "What could we do to improve or advance?" This fosters a sense of ownership and empowerment among team members ??. Will: Decide on specific actions to take. Ask, "What will we do, and by when?" to commit to moving forward. This step turns insights and options into actionable plans ??.

As an agile coach, leveraging the OSKAR model, focus on enhancing strengths and achievements. Guide your coachees in agile methodology, Java proficiency, communication skills, and cross-team collaboration. Encourage adaptation and strategic thinking in product development. Assist in presenting key metrics and product strategies effectively. Emphasize on timely delivery, technology trends awareness, and problem-solving abilities. Foster accountability, teamwork, and active learning. Lead by example, showcasing effective time management and active listening. Review progress regularly, emphasizing continuous improvement.

In a coaching session with a team facing low morale, I used the OSKAR model to shift focus towards positive outcomes and solutions. We identified the desired Outcome (improved team morale), scaled progress by acknowledging existing successes (completed projects, positive feedback), leveraged Know-How (team's expertise in certain technologies), affirmed strengths (effective collaboration, strong problem-solving), and defined specific Actions (team-building activities, recognition programs). This approach empowered the team to build on their strengths and regain motivation.

The Agile Coaching Competency Framework is not just a tool for self-assessment; it's a roadmap for continuous improvement and professional growth in the agile coaching domain. By understanding and developing skills across all four categories, coaches can offer more holistic and effective support to agile teams, fostering environments where agile principles thrive. This framework emphasizes the multifaceted role of an agile coach, highlighting the importance of not only possessing technical knowledge but also excelling in interpersonal skills and change management.

Agile Coaching Competency Framework provides extremely good guidance for organizations that are in an early stages of Agile adoption. However, in today's world where most of the organizations are in the advance stage of agile adoption, find it difficult to make it useful for sustainability of coaching.

Your blend of skills and experiences align well with the Agile Coaching Competency Framework. Your software engineering background brings expertise in Agile methodologies, Java, SDLC, and problem-solving. Your MBA studies provide insights into strategic thinking, business reviews, and digital transformation. Project management experience highlights skills in stakeholder management, team leadership, and continuous improvement. Combining technical prowess with leadership acumen, you're poised to excel as an Agile coach, facilitating transformation and maximizing team potential.

Using the Agile Coaching Competency Framework, I assessed my coaching skills and identified areas for improvement. I focused on enhancing my coaching abilities (active listening, powerful questioning), deepening my understanding of Agile principles (value stream mapping, technical practices), and developing transformational leadership skills (change management, organizational design). This guided approach facilitated my professional growth and increased effectiveness in supporting agile transformations within organizations.

The Integral Agile Model can be applied across your roles to enhance coaching effectiveness: Agile Methodology & SDLC: Utilize the model's Individual Exterior quadrant to enhance team behaviors and actions, integrating agile principles effectively. Communication & Stakeholder Management: Leverage the Collective Interior quadrant to understand team culture and improve communication channels, vital for stakeholder engagement. Problem Solving & Adaptation: Employ the Individual Interior quadrant to address individual values and beliefs, fostering a culture of adaptability and continuous improvement.

Applying the Integral Agile Model, I analyzed an organizational transformation project by considering individual beliefs and behaviors (Individual Interior), team dynamics and collaboration (Collective Interior), technical practices and project structures (Individual Exterior), and organizational culture and processes (Collective Exterior). This holistic perspective allowed me to design tailored interventions that addressed diverse dimensions of the agile adoption journey, ensuring alignment with the organization's unique context and needs.

Agile Coaching Canvas is an extremely useful tool which can be leveraged by coaches in the organization to get shared understanding between coaches and stakeholders on where the focused coaching efforts are needed.

When planning an agile coaching initiative for a software development team, I used the Agile Coaching Canvas to outline coaching goals (improved sprint planning, enhanced collaboration), define scope (team-level coaching), outline coaching approach (combination of workshops and one-on-one sessions), identify key activities (retrospectives, skill-building sessions), establish metrics (sprint velocity, team satisfaction), and anticipate risks (resistance to change, time constraints). This visual tool facilitated clear communication, alignment of objectives, and effective execution of coaching activities.

Great book. I’ve probably watched all his videos on box of crayons as well.

I loved all the models mentioned here. But that is secondary to what I call the coaching presence. Once you understand the what coaching presence means, you can use any of the model. Remember, tools and frameworks do not make you a great coach, they do help, but your attitude towards coaching, your presence, empathy, dedication and all other character attributes make you a great coach.