Pack of slides from my presentation about the Agile Coaching DNA in the Agile Coaching Circles Melbourne (Link: https://www.meetup.com/AgileCoach/events/244510278/)

1. The Agile
Coaching
DNA
Manoel Pimentel
Mad Scientist
manoel.pimentel@elabor8.com.au
@manoelp

2. How to evolve your
career as Agile Coach
using the Agile
Coaching DNA

4. Should the Agile Coach
be the responsible for set-up
the electronic tool?

5. Should the Agile Coach be the responsible
for build the board for the team?

6. the burning question is:
What's the
purpose?

7. Let me share a brief story :-)

8. 2008

9. 2008

12. What are the psychological
elements to drive or stop
people's
decisions/behaviours?
Motivation | Needs | Desires | Fear | Values
| Beliefs | Expectation | Perception

13. 2010

14. I was working as an Agile Coach in a financial company
in Brazil. I was struggling with my contractors and with
my coachees (ScrumMasters, Product Owners, and
managers from different agile teams) to create a shared
understanding regarding what exactly my job was.

16. Improving the delivery process,
Training people in new skills,
and Fostering collective ownership
and engagement during and after the
change process.

17. That was the first
version of my “goals”
as a Agile Coach

18. Yearsdoing experiments
I have have been spending

20. 2017

22. it's a compass to support
the Agile Coach's behaviours

24. “a substance that
enables a chemical
reaction.”
catalyst is

25. “an agent that provokes
or speeds significant
change or action".

30. Give a man a fish, and you feed him for a day.
Teach a man to fish, and you feed him for a lifetime.

31. Evolving the DNA

32. different SHAPES
same ESSENCE

36. Key ENABLERS
(global)

37. Catalyse Improvement
● Strategies for Change
○ What are the approaches to maximise the chances of success in agile adoptions
(transformations)? What are the levers to start a change? What are the models to support the
change journey?
● Social dynamic
○ Social dynamics can refer to the behavior of groups that results from the interactions of
individual group members as well to the study of the relationship between individual
interactions and group level behaviors
● Practices for continuous improvement
○ How can we create an ongoing effort to improve products, services, or processes? Continuous
improvement is the gist of agile approaches. It’s an important enabler for the business agility.

38. Promote AWARENESS
● Cognitive science
○ It is the interdisciplinary, scientific study of the mind and its processes. It examines the nature,
the tasks, and the functions of cognition.
● Questioning Skills
○ How can use powerful questions to help people to explore their mindset? What are the
differences between open-ended and closed-ended questions? How can use open questions
to foster actionable insights?
● Practices to increase visibility`
○ Visibility is a vital element in Agile to promote transparency, collaboration, improvements.
What are the tools to create more visibility in the organisations?

39. Boost OWNERSHIP
● Motivation processes
○ What are the people’s drivers to boost actions and changes? How to help people to discover
their motivators and to connect to their actions?
● Non judgemental approaches
○ Judgment is evaluating what is right or wrong in a certain situation. Most of the time, people
don't like to be judged. This type of evaluation may create resistance. Non-judgment is a
valuable approach to avoid resistance and generate rapport between Coach and Coachee.
● Emergent decision-making
○ People are more likely to develop a sense of ownership when they have the opportunity to
take their own decisions (rather than just follow some prescriptive decision). As Agile
Coaches, we should think about how can create an environment to encourage emergent
decisions.

40. Develop COMPETENCIES
● Learning facilitation
○ People have different ways to learn. It requires different approaches to help them during the
learning process. Agile Coaches should master techniques to reduce the difficulties and the
obstacle to create new learning during the journey to develop competencies.
● Practices to grow mastery
○ Agile is about continuous improvement. For this reason, Agile Coaches should support people
to continuously improve the skills to perform in roles like Team Members, ScrumMasters,
Product Owners Managers, Leaders, etc.
● Practices to increase performance
○ Create a high-performance organisation is one of the most important reasons to adopt Agile.
For this reason, Agile Coaches should help people to use practices to improve the
performance in different levels of the organisation.

41. Facilitate BARRIER REMOVAL
● Conflict navigation
○ If we use the TUCKMAN model (forming, storming, norming, performing), conflicts can be an
essential fuel for group development. Agile Coaches should help people to reframe the
meaning of conflicts to extract better social agreements regarding the collective behaviours
from the teams.
● Practices to increase collaboration
○ Collaborative attitude is an important element to create smooth ways of work. As Agile
Coaches, we should help the organisations to develop environments to promote this type of
behaviours.
● Practices to reduce organisational friction
○ Having obstacles is a typical situation during a change journey. As Agile Coaches, we must
help the organisation to develop strategies to overcome the barriers. Identify organisational
levers could be one of these strategies to reduce the obstacles.

42. Mapping your DNA

45. Activity:
# 10 Minutes
Mapping your individual DNA
# 20 Minutes
Pairing with someone to share your map
and identify your next step (action) to
improve your work as Agile Coach

46. Thanks
Manoel Pimentel
manoel.pimentel@elabor8.com.au
@manoelp
medium.com/changingdojo