Category Archives: Coaching

Please Drop Me! I'm Antifragile!

Building Antifragile Relationships and Teams @ Santa Barbara Agile

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Building antifragile relationships is about finding ways for our relationships to gain from disorder, or be more antifragile. What tools and practices can we use to help us thrive from disorder? What mindset do we need to hold to be present with the teams and organizations we are in?

I’m excited to be presenting a session at Santa Barbara Agile titled: “Building Antifragile Relationships and Teams.” The session will be on November 19th! You can signup and find specific details at the Santa Barbara Agile Meetup.   Continue reading →

Working with Team Toxins

Resolving Conflict by Working with Team Toxins

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We know from Team Toxins and Team Conflict, that toxins are normal. So we can’t just “get rid of them.” In fact, pretending there are never toxins in a team could be viewed as a form of stonewalling. There are a number of ways to resolve conflict by working with team toxins. These not “iron-clad plans” or best practices, they are approaches to resolving conflict that ideally start before major conflict has emerged.

The four team toxins are criticism, contempt, defensiveness, and stonewalling.

Below I list a number of ways to work with team toxins. These are ideas that make or break our teams and relationships. I believe they make the difference between being engaged and checking-out. Many of these ideas are concepts that should be explored Continue reading →

What is valuable about the team toxins?

Team Toxins and Team Conflict

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Team toxins have the ability to wreak havoc on our teams and organizations if left unchecked.

Team toxins can wreck havoc on unprepared teams!

Team toxins can wreck havoc on unprepared teams!

Team toxins can lead to team conflict if people are not aware of and able to deal with toxins. Understanding team toxins is one preemptive way to deal with team conflict.

 

The four team toxins are:

  • Criticism (or Blaming)
  • Defensiveness
  • Stonewalling
  • Contempt

Continue reading →

ACI Agile Coach Competency Framework

Understanding ACI’s Agile Coach Competency Framework (Part 1)

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Agile Coaching. A seemingly simple term that causes so much confusion. Much of the confusion seems to stem from the reasonable question of  “what does an agile coach do?” The Agile Coaching Institute (ACI) defined an Agile Coach Competency Framework a few years back. I’ve used the framework both internally at organizations and in more public venues (conferences, etc.). I’ll be facilitating a learning session on a variation of it at an upcoming conference in a few weeks. I find it valuable to help people to understand the different perspectives they can approach agile coaching from. In addition to using the framework in Advanced Scrum Master Training or Agile Coach Training, I find it offers leaders insights into how they can shift from a leader-follower to a leader-leader approach to leadership. The ACI Whitepaper by Lyssa Adkins and Michael Spayd outlines the framework. This article includes my summary of it based on multiple sources — as well as my personal experience with it and ways to learn from it.

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There are many views on Agile Coaching!

Thoughts on Agile Coaching

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There are many ideas and definitions of agile coaching.  I was talking to with some people this week about agile coaching and figured I’d summarize a bit of the discussion here.

Given that each agile coach is helping unique people, who make up unique teams, who make up unique departments, and organizations — we should expect there to be a large degree of variation as to what an agile coach does. People, teams and organizations are at different points in their agile journey. This necessitates that as an agile coach, you meet people where they are. There are so many variations of clients and situations that attempting to propose a prescription is unwise.

Agile coaches work in service to and with clients, helping them achieve the amazing results they are capable of. Continue reading →

Don’t Let a Few Thought Leaders Make Us Stupid

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What is a thought leader? If you Google ‘thought leader definition’, you get something like: one whose views on a subject are taken to be authoritative and influential. That seems like a good place to start. While this article applies to thought leaders in general, a few of the references I make are about thought leaders in the agile, leadership, and agility domains.

I will consider types of thought leaders, why they make us stupid, and how we can help ourselves as well as thought leaders improve! Continue reading →