Archive for the ‘Coaching’ category

On Hiring An Agile Coach, How to Setup for Success

August 9, 2017

Hiring agile coaches is still very much a standard practice. Many organizations hire a cohort of coaches spread around the organization to help teach, train, and lead the teams towards their specific goal of agility (usually related to: better quality products delivered in a shorter increments).  There are indeed many benefits to agile coaching in the right circumstances (i.e. the team wants the outside help). The most critical time for ensuring success with a coach starts before the engagement – the pre-contract setup meeting in which current state, obstacles, and expectations are shared.  The team or its leadership asking for a coach must reflect on its current state, the state of the product (direction or strategy for the future), the dynamics of the team, external factors, the governance and software development processes, and its main points of pain (quality, speed, effectiveness – ROI). The team needs to have a sense of where it wants to focus its improvement so that it can become more responsive in its delivery of high quality software. It will hire a coach accordingly.   In a general sense, the team will have reflected enough to know that – with respect to agility – it is 

  • stuck in one or more patterns, that prevent quality or productivity, or general effectiveness. 
  • needs additional clarity about specific goals; and ways to reach the goals.  
  • has either communication or motivational issues which require individual or team coaching
  • wants to own the change….and the results

Given the above, the setup meeting I envision will encompass the following two topics: Goal Setting and Investment Thinking

Goal Setting: The coach and coachee (e.g. leadership and team) generate a common understanding of the specific goals as well as the skills, training, and facilitation needed of the coach to reach those goals. 

Goals should be measurable.  For example, if code quality is the burning issue preventing frequent delivery of features, then a coach versed in quality issues, software craftsmanship and Test Driven Development (TDD) will be suitable. The goal might be to reduce escaped defects by 50%.  Each agile coach has her own ‘book of knowledge’  on topics in the following areas (not an exhaustive list):  team dynamics, psychology, communication, organizational learning, management, agile methods (e.g. Scrum, XP, Kanban), processes and tools, systems thinking, software development, product ownership, lean startup, technical practices (e.g. TDD, ATDD, CI/CD), and scaled methodologies (e.g. LESS, SaFE, DAD).  It is important to find a fit that suits your situation well.  Find out more about the coach candidates and their strengths.  Broadly speaking, we can divide coaches into process coaches, technical coaches, and leadership coaches (focusing on communication and motivation) – but all coaches will be versed at a high level in many of the listed areas and have depth in a smaller number of areas.  

When needed, a coach should be able to call on other coaches in the organization to fill in any gaps.  For example, an agile coach focussing on process and methodology should be able to find assistance with CI/CD – DEVOPS expertise and bring in a short term trainer to fill a gap on the team they are coaching. A technical coach who is less comfortable with running retrospectives, should be able to ask someone with that experience in team facilitation to fill in.  The coach should be able to measure the goal and help you achieve it.

Investment Thinking: The coach shares with potential sponsor/hiring manager of the agile coach the ways in which they and the team will need to invest in the coaching. 

 If this step is skipped, you will encounter many bumps.  It is not uncommon for there to be some resistance to coaching involving change.  Many times it is due to pre-existing schedules and deadlines that are said to be ‘fixed’.  It can be due to fear that some might have of losing their jobs.  If we assume that ‘learning’ is the biggest impediment to a transition to agile, and that learning takes time, and we know that ‘there is no time’, no coaching will help. A coach running behind the busy people telling them what to do, just in time, will also fail.

Agile coaching involves the team learning new habits, and communicating in different ways about the work. Initially there will be knowledge transfer through training; knowledge acquisition (cementing the classroom knowledge) will come through the hands on work.  Doing is believing. A team that is willing to drop their own resistance and invest in some new ways of working together and communicating together will succeed. Management must support this. 

A coachee (leadership and team) will benefit most from a coach when they can recognize and verbalize their own resistance patterns and be open to talking about it.  A good coach will help them recognize these patterns early on.  Any team undergoing change will first experience a dip in productivity before the gains begin to take hold.  The timeline of a coaching intervention will be heavily dependent on the context, culture, and the size of the team.  Expect to have the team spend some portion of their work on learning and improvement.  Expect to experiment, and learn from failing too. This is learning.

General Principles of Coaching

If then, the initial improvements and goals are agreed to; management is invested in its own and its team’s ongoing learning activities;  and the skills of the specific coach are aligned to the desired improvements, the coach will come on board with a higher likelihood of success. The very best coach will seek to minimize the touch time with the team over time, and leave them in their own best state for learning on their own.   

The coach will be a powerful observer whose general stance will be to keep the team on track and to help them stay accountable to each other.  Although the coach will often wear the hat of a trainer and facilitator, she will, as much as possible, apply the general principles of coaching, namely:

  • A coach focuses on the agenda of the coachee (the goals and improvements they wish to achieve). The coachee decides which goals or problems to work on, not the coach. The coach can help them discover what they want most.
  • A coach uses powerful questions to generate new learning. The coach does not teach or advise, but asks questions and listens.  During coaching, the coach will help the team by facilitating sessions to find out more about the goals and areas where the team is stuck.  Many questions will be asked and orient the team towards finding solutions.
  • A coach encourages action. The coachee develops his or her own action steps, rather than waiting for assignments of the coach.
  • A coach supports change. A coach follows-up to support personal learning, growth, and change.

The reason we want to see general coaching principles applied to agile coaching is quite simple:  a team will feel more ownership, and the coach will be helping the team to generate its own best way forward.  Specific skills and knowledge of the coach can and should be brought into the mix when absolutely needed. However, it is much more powerful for a team to become a learning team, not reliant on the coach for spoon feeding answers.  A coach can help the team feel confident in its own choice, or steer them to select a new option if the first choice is not in the team’s best interest.  Only when the team is stuck, unable to think of options – should the coach provide an answer.
It is no wonder my recent tweet 
got so much attention.

There is so much work to do to teach people how to learn on their own again. It’s an art they have somewhat lost in the top down style org

This is what using the coaching principles can add.  If you have read “The Goal”, by Eliyahu M. Goldratt, you will understand the power of these principles.

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This post was written from the vantage point of my own prior coaching experiences, many of which did NOT work out or align in the best way possible.  I have just rolled off what I hope is my last ever gig in an organization where agility is mandated and the teams do not genuinely request the coaching.

In the coming year I will be investing in Systemic Modeling training with Caitlin Walker who has achieved major cultural turn arounds in organizations seeking change with as little as 9 days of training, spread over a year with off and on remote coaching after that. I credit much of my thinking around the Setup process described above to her ‘Clean Setup‘ technique.

To hear an account of the effects of Systemic Modeling coaching, watch this video.  This type of work inspires me, and I hope that in the very near future, I can find engagements to do exactly this sort of intervention.   I am not giving up completely on agile coaching, but I will apply the above Setup criteria to whatever opportunity comes my way to ensure I am not ever in the position in which managers and leaders feign wanting the coach in a mandated agile program and then fail to invest in the coach when the coach is present.

Listening for Metaphors in Interviews

April 12, 2017

Here’s what I listen for when I interview: metaphors.  I use metaphor-listening to draw some tentative conclusions about a person’s thinking. I do this out of habit from the skills I’ve developed as a Clean Language coach.

Here are some metaphors used by a recruiter in a recent interview:

‘raw shootout’ to describe the competitive coaches market,   

                      literal meaning of shootout: “a decisive gun battle”

‘running you through the gauntlet’ to describe the customer interview process 

literal meaning:  “a former punishment, chiefly military, in which the offender was made to run between two rows of men who struck at him with switches or weapons as he passed”  

‘put in a pipeline’ to describe what happens to me next

literal meaning of pipeline: “a long pipe, typically underground, for conveying oil, gas, etc., over long distances” 

I soon developed an image of a big filter entering the ground, where I and other ‘resources’ who had survived duking it out, and harsh interrogations would be dumped into the delivery mechanism to fuel that Big Agile industrial complex.

These metaphors do not align with my values.  The interviewer was clearly not aware of his own metaphors.  There were no other metaphors that described an alternate reality or an alternate mental model in that interview. I do not judge, but I do notice how I feel and react. 

I am learning the realities of big placement companies with big revenue numbers that lack focus on what really matters:  the connections that people make with each other to gain trust, build alliances, create great products, and instill humanity back in the work force.

Agility is harder than you might think without this.  Connections do matter. And so do contractual relationships which need to be built on a foundation of trust, transparency, and a healthy does of shared values.

What do you listen for in interviews?
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If you are interested in forging stronger bonds, safety, trust, engagement, authenticity at work, do check out my upcoming one day (very small) retreat on the weekend of May 6th.  Accepting up to 6 people on a pay-as-you-can basis.

The Limits to Treating Only ‘the Parts’

November 15, 2016

Often the symptom shows up in one place but is caused in reality by a different part of the system.  

Question: What domain am I talking about?  

If you are a consultant or coach, or even a PM reading this blog, and you have read something about systems thinking, you’ll realize I am talking about projects or teams that run up against systemic or organizational impediments that affect their work

If you are my chiropractor, you’ll know I am talking about the body.

Why do I like this metaphor?

I have spent over $1000 this year treating myself to frequent sessions with a very good chiropractor and to excellent massages with his associated massage therapist.  I initially went to this doctor complaining about my right foot.  He discovered very soon, that treating the right foot would not resolve the issue.  He noticed that on that same side, the quad muscles were too short.  They were pulling at my back (which also had pain, but is now gone), and causing me to walk a little funny.

While the foot isn’t yet 100%, I do feel treating the whole system (body) is leading to better results. [I thought of this post while lightly jogging on the treadmill – proof of my better state]

Another thing I learned is that the way I had used chiropractors in the past was incorrect. I had gone a few times for a specific issue, and then stopped going when the local issue went away. I did not have the foresight or knowledge to understand that ongoing maintenance could be incredibly beneficial.  That means regular visits – whether every two weeks, or once a month. I prefer every two weeks.  His sessions last a full hour with a mixture of electric stimulation, ultrasound (full body), adjustments, and massage.

The analogy to the workplace and using a consultant is this: when you have had a coach help you set up a relatively stable agile way of working, with an established cadence or planning, working, demos and retrospectives, you still need to have the coach come in every now and then to help you redirect your attention to other parts of the system .  A coach helps you see the parts that you are biased in some way to overlook.  So does the chiropractor.

 What things are you working on that might benefit from a more global view?

Different balls, different games – metaphors for communication

July 5, 2015

AlistairGolf Cockburn has written that developing software is like a cooperative game.  Whether cooperation needs to occur between IT and business, program management and teams, architects and programmers – I do not often see the flow of ideas,  solutions and decision-making happening collaboratively. Coaches can not solve communication problems unless there is both the awareness and the willingness to have those kinds of problems solved.  It is a bit of a chicken and an egg issue.

I’ve recently come up with a few sports metaphors for the way the interactions go, or could go, if only deliberate learning would take place around communication excellence.  I’ll use an example to illustrate this. 

The backdrop for this setting is a large agile transformation. It has a fairly lightweight governance process but the leadership must report monthly to the business side whether the IT side is on track for the target deployment. The delivery date was set 2 years earlier and is now months away.  The pressure on IT to paint a rosy picture is high.  The program manager must update the governance reports.  Because the Program Management Office personnel who normally pull that data are on vacation, the program manager asks a coach to fill in last month’s data – using a chart the coach has not seen before. The program manager provides her only a paper copy. There are no calculations, queries or information on where the earlier data came from or exactly what it represents.

The coach  asks a lot of questions about the data behind the graph, but her questions are given short shrift by the program manager – who really can’t adequately answer the specific questions. The coach does as close to what the program manager requested as possible and provides the data – though with some discomfort.

The baseball metaphor

The coach has recreated the graph using a new sheet, augmenting it using her own ‘queried’ information for the current month in question. The coach delivers this to the program manager: “I worry when we present data that may be misleading, especially when the data I have provided is mixed with data from other queries or sources and overall I think the story it tells is different from reality. When I pulled all the data that I think represents the current state, I see a different picture.”

The program manager immediately shoots back: “The data from the tool is just that, data from a tool. It will never be accurate or up to date.” [she looks annoyed and wants to move on to her next issue of the moment. She shuffles other papers and looks back at her email.] The coach does not think that pressing the point will be helpful at this point. 

This interaction is not atypical in the IT and/or business world.  The coach (batter) has pitched a ball.  The program manager (hitter) hits it strong; the ball soars over and out of the stadium and there is nothing left to discuss. Batter wins. 

The golfing metaphor

Here’s another way this could have gone – using one of my favorite listening and inquiry tools: Clean Language.

It starts in a similar way: Coach to a program manager: “I worry when we present data that may be misleading, especially when the data I have provided is mixed with data from other queries or sources and overall I think the story it tells is different from reality. When I pulled all the data that I think represents the current state, I see a different picture.”

The program manager listens and then asks one or more of these clean questions – first repeating a portion of what she heard – clearly showing she was listening  ‘and you worry when data is used that may be misleading… ‘

     and what kind of misleading is that? [asking for more attributes]

     and what kind of worry is that?’ [asking more about state of the coach’s feeling]

     and  is there anything else about that data? ‘  [opening space for more observations]

     and where could ‘misleading’ come from? [getting at the source]

     and when misleading, then what happens? [getting at significance, if nothing happens]

Clean questions let you stay with the thinking of the person who is talking to you, rather than reacting right away.  To me, this interaction is like a golfer hitting the ball into the hole.  The coach has found a sweet spot with the program manager – a ‘time/place/space’ where the concern is heard and embraced. The environment is one in which the program manager assumes the coach has a valuable intention as well.  I imagine in this scenario, the two explore further mutual needs and resolve the discrepancy so both parties are happy and more importantly so that the program governance body gets an accurate picture – with all the consequences that might entail. 

The first conversation is frustrating because the coach wanted to ‘do the right thing’ – and perhaps was a bit fearful that not fulfilling the request for the data would be unprofessional.  She provided the data and did not argue past her initial observations and reflections to the program manager.  The program manager’s response and overall sense of urgency seemed to drown out her ability to stay present and listen.

Whether using Clean Questions or other types of listening and inquiry models, the type of attention given in the second example is rare … especially in stressful situations when it is MOST needed.  I do not accept ‘urgency’ or ‘time-pressures’  as excuses for not taking the time to listen and to investigate. It is precisely in the slowing down that in fact you can speed up with confidence. Yet it takes some training and intention to create an environment and culture where this can happen well.

The mindset shift that comes along with knowing how to use Clean Language can help projects, companies, and relationships thrive; it can create more vibrant classrooms, happier employees, better students, thriving business results. I’ve got many examples of this in my book of interviews of people who use Clean Language in their work.

If you want to learn more about Clean Language, please let me know by contacting me at andrea.chiou@santeon.com

Dream Girls

November 30, 2013

Christie and meMy daughter graduates from college (Franklin College, Lugano, Switzerland) in May, I see her following closely in my footsteps of many decades ago. Reluctant but ready to step beyond the classroom, she wants to explore! She loves learning foreign languages and meeting people from around the world. Her major (International Relations) isn’t necessarily immediately marketable (as mine wasn’t – German Literature). She may choose graduate school eventually. She’s anxious about what she will do next but she has dreams. Whatever the path, I have confidence it will all work out. It did for me under similar circumstances. I tell her that.

She comes to me, I think, because I listen. I don’t give advice. Sometimes, I tell her what worked for me. Or I might say, follow your passion. She has some practical ideas, and some wild ones, like moving to China to teach or work.  Oh, that sounds so very familiar. To my surprise, it is unfortunately not as easy to do now as it was in the 1980s. I don’t tell her my preference or what she should do. I think she keeps coming back to me because of that. I give her thinking and reflecting space – what Nancy Kline calls a thinking environment in her book: Time to Think.

As I listen to my daughter, I reflect on my own feelings and my journey. I am still evolving in my career. I’ve made it to where I am through hard work. And I keep moving towards my goal: to be an excellent agile or kanban coach,  facilitator, trainer, and change agent. I read, I learn, I write a bit, I connect with people. There’s some uncertainty. But I’m ok with that. I keep the dream alive by working towards it. That’s what I want her to do too.  Dream girls!

The Story of Clean Language and the Gecko

April 11, 2012

When we moved to Africa, and I was just going into 6th grade, I learned by observing that shooting off the tail of a gecko doesn’t do anything harmful to them. They do not bleed. They just grow the tail back. My brother used to do this with his little suction dart gun. There weren’t a whole lot of activities for young kids – we just used our imagination. I did try to stop him, but he was not stoppable. There were a few options: intervening when he was about to do it, finding the gun to hide it, or explaining to him that he just ‘shouldn’t’. I preferred the latter because it was easier for me to execute, but it was not effective.

Logic doesn’t usually work to get people to change their behavior. So, what works? What is the root cause for the resistance people have to logic. I’ve been exploring these types of things to figure out how I can be effective as a change agent.

One answer of several intriguing options is Clean Language – a very powerful coaching approach to help people discover new ways of thinking based on metaphors!

Humans frame all experiences uniquely as we  experience the world differently in the metaphorical landscape. To make a change in your life, a Clean Language coach helps a person or group discover their own metaphorical landscape surrounding a goal, issue, problem or idea.

Clean Language is a process by which one explores an issue through ‘Clean Questions’. These questions guarantee to remove the possibility that opinions, judgements, expertise, suggestions, and other types of undue influence by the coach/helper/questioner enter into the picture.
Examples of Clean Questions (just a few) are listed here. X would be replaced by the exact noun or a phrase used by the person seeking help:

  • And what kind of ‘X’ (is that X)
  • And is there anything else about X?
  • And that’s X like what?
  • And what would you like to have happen?
  • And what needs to happen for X?

Try this yourself. Catch yourself wanting to respond with your own opinions or stories to someone who has just said something interesting. Imagine that they have more to say. Then pick one of the first two questions using a phrase or noun of theirs and see what it feels like to let them continue by asking them of these questions. You will consciously be allowing your conversation partner to develop their thinking. Simple. And good! You will become a better listener too.
But a Clean Language facilitated session can be even more powerful. A Clean Language session involves ‘intense listening’ by the coach, and intense discovery by the person seeking Clean Language assistance. As a coach, not giving solutions is quite a mental challenge and takes practice.

I recently practiced a Clean Language session for the first time with someone who needed help. Aside from the beginning and the end of the session, I spoke only a handful of times to ask some Clean Questions, using a few words from the other person to guide them into further exploration. By the end, I was completely exhausted! But the fabulous reward was – my coachee said that she thought the session was so incredible because ‘all the ideas for her resolution came entirely from her and not from me’. ‘She would never have thought of them without the session.’

What a wonderful testimonial on the ‘regenerative’ power of using Clean Questions. Like the Gecko’s ability to grow back his tail, the capability to grow from expanding one’s metaphorical landscape is inherently human.

For those of you who are still curious, there are a few options. One is: buy Judy Rees’ book, ‘Clean Language, Revealing Metaphors and Opening Minds’. That is where I started my learning. Another option can be to learn about it through a new web site Judy has created called Learning Clean Language. This site has video tutorials of Judy introducing the concepts of Clean Language. She is developing this site in a very agile way, with periodic releases, and ample feedback mechanisms so that she can help you learn and you can give her feedback on the site. You do need to register and create an account, but otherwise it is free.
Lastly, if you would like have a Clean Language mini-makeover – I am offering free ½ hours sessions by telephone or Skype (audio). Please feel free to contact me by email to arrange a pre-session consultation and let’s get started. Find me at andrea.chiou@ascconsultinginc.com.  And by the way, the topics to do not have to be BIG problems, they can be simple workplace issues you are facing. Start simple, and lets explore.

I Listen, You Think and Resolve

April 8, 2012

Building on my last post about the power of being present’ in conversation, I am setting a new goal: to become a really good listener. This will take me a bit out of my comfort zone.  Heck, it would take most people far away from their analytical, interactive, interrupting conversational styles. As described by Nancy Kline in her book, ‘More Time to Think’, attentive listening allows the ‘listenee’ the thinking room to talk through and solve dilemmas and mental blocks largely independently.

Most people don’t give the act of listening much notice. I didn’t until I started reading about Clean Language questions developed by David Grove. The Clean Language questions made me realize how much of ‘ourselves’, our values, our opinions and solutions we inject into every conversation. The power of not injecting our responses and substituting instead Clean Questions along with selected words used by the person you are listening to – is magical. It allows the other person to blossom and open up in ways they couldn’t have imagined.

The book More Time to Think takes a slightly different angle suggesting that most people are not doing their best thinking – because they are not given the space, encouragement or safety to finish talking through what they are thinking. By introducing Listening Environment and Listening Sessions, special guiding questions and the use of several other techniques–most requiring the listener to keep his/her mouth closed, but not allowing them to lose attentive focus– the thinking person will find and fix their own problems and/or enable new creative solutions to form.

As with Clean Language – the coach (listener) is not viewed as indispensable to the coachee (thinker)– because the coachee (thinker) finds his/her own solution. This is great stuff!  Simple, but powerful. Indeed, some of this may simply be used in natural conversation, once you have mastered the general techniques.

How do you give your loved ones, and your co-workers sustained attention when they speak to you? Please feel free to add your comments.

And if you would like additional information on Clean Language, please visit Judy Rees’ new site: www.learncleanlanguage.com. It is free with registration and teaches much of what is in her book through short video clips and other material.