This presentation helps leaders/ agile managers to know the right behavior needed with Agile transformation, provide tools: which can be used in their coaching conversations.

1. Coaching Leadership
Balaji Sathram,
ICP-ACC, CSP, PMI-ACP.

2. Free Time:
Play Chess, Watch Movies.
Read books.
Blog: agilegod.blogspot.com
Education:
B.Sc.Ed (Chemistry, Botany, Zoology)
M.Sc (Biotechnology & Bioinformatics)
M.S. (Master of Science in Counselling & Psychotherapy) – Doing 2nd Year
Certifications:
ICAgile Certified Professional in Agile Coaching (ICP-ACC)
Agile certified Practitioner (PMI-ACP)
Certified Scrum Professional (CSP)
Certified Scrum Master (CSM)
Certified Scrum Product owner (CSPO)
Certified Scrum Developer (CSD)
Professional Scrum master-I (PSM-I)
Certified NLP Practitioner
Certified Associate Leadership and Life Coach
Scrum Fundamentals Certified (SFC)
Six Sigma Yellow belt
10+ Years of Experience.
Certified Agile Coach, Life Coach.
Want to learn anything and everything…
Family:
Married to Mahitha, Have one kid: Chakrasree
Parents live in Home town (3 hours drive from Bangalore)
Balaji Sathram
Long term goals:
To be an Executive CoachLife Coach
“I am passionate about enabling
individuals and teams to enable
themselves by means of creating
awareness, providing necessary
tools and through coaching
conversations”

3. Significance of Leadership
As the land so the [ground] water, As the seed so the sprout.
As the region [country] so the language, As the king so the people.
Leader plays a role as mentor, trainer, coach, facilitator based on the
situation

4. Leading By Example
"People are often led to causes and often become committed
to great ideas through persons who personify those ideas.
They have to find the embodiment of the idea in flesh and
blood in order to commit themselves to it.“
– Martin Luther King
“Change leads to disappointment if it is not sustained.
Transformation is sustained change and it is achieved through
practice”
– BKS Iyengar

5. Organizational Culture

6. Leaders as Coaches (Benefits)
• Productivity and effectiveness
• Reducing blind spots
• Communication and interpersonal skills
• Relationships with peers, subordinates and clients
• Teamwork
• Stress reduction

7. Coaching is a Journey
• No common approach/one stop solution
• Coaching based on Organizational or
Individual objectives
Coach Coachee
Organization

8. Some Basics
• People are inherently good, talk to them
• Trust: Regardless of what we discover, we understand and truly
believe that everyone did the best job they could, given what they
knew at the time, their skills and abilities, the resources available, and
the situation at hand.
• First things first
• Behind every behavior, there is a positive intention
• Respect
• Feedback

9. Before Agile transformation
Be Clear with…
• Pre-assessment: Where are we?
• Readiness: Are we Ready?
• Purpose of Agile Transformation: Why is
my organization moving to Agile?
• Bigger Picture: Is my decision aligning
with organizational/product vision?

10. Getting Started!!!
• Create a psychologically safe
environment
• Get Trained
• Infrastructure
• Hiring (On need basis)
• Align with Neighboring
departments

11. Support
• Organizational Structure and Roles
• Believe in Agile Values AND Agile
Principles
• Provide all other support required to
make self-organizing teams

12. Plan Driven to Value Driven Shift
Plan Driven
Requirements Documents
Separation of work
Large Budgets ($1.4M)
Long Schedule (18 Months)
Extensive Contracts
Change Control Documents
67% Unwanted features
Value Driven
Adjust & Adapt
2-4 Week Iterations
Short Delivery Cycle
High Value features first
Team Collaboration
Product Owner participation
Control of the ROI

13. Use of Right Metrics
DELIVERY
• Velocity
• No. of Tests
• Code Coverage
• Defects
• Coupling
• Cohesion
• Code Complexity
• Build Failures
• Process Adherence
OWNER
• Revenue (Per Release, Per
Employee)
• Investments/Costs
• Customer Satisfaction
• Employee Satisfaction
• Lead and Cycle Time
• Innovation rate

14. Systems Thinking – Be a Systems Thinker
In some areas, as the use of DDT went up, the mosquito
population initially declined (B1). Over time, though,
DDT-resistant mosquitoes emerged (R2), and several
species of mosquito-eating birds declined (R3). As a
result, the mosquito population rose again.

15. Leader as a COACH
• Don’t provide solutions, enable teams
• Leading, not managing
• Power and influence
• Leader Breeder
• Don’t bother to look for the culprit, just fix it. Be an
example of the standards you want to reach, and
praise those who follow that example. Others will
then do the same  Five Steps to Effective Coaching:
 Compare performance with expectations
 Meet with the team member
 Ask for acknowledgement
 Work toward a solution
 Follow up.

16. Tools for Leadership
• Value Stream mapping
• Feed Forward
• 2-Chair Technique
• Active Listening
• Powerful Questioning
• Starbursting
• Q-Storming
• Choice map
• 360⁰ feedback
• Myers-Briggs Type Indicator
And many more….