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InfoQ Homepage Coaching Content on InfoQ

  • Establishing Change Agents within Organisations Using Shu-Ha-Ri

    Shu-Ha-Ri provides us with a learning path toward being agile by mastering the basics and understanding the fundamentals to gain incremental success. By having their own change agents, organisations can adapt quickly to changing market needs and get a competitive edge.

  • How Leaders Can Foster High-Performing Teams

    A leader can act as a coach, provide opportunities for ownership, and find out what motivates people to foster high performing teams. It also helps teams if leaders have powerful and meaningful conversations with team members and give vocal feedback face to face to team members.

  • Avoiding Loneliness as a Servant Leader

    Team success is often celebrated without recognizing or acknowledging the role the servant leader has played. A lot of what they do can go undocumented or is not always visible to others. To avoid loneliness, servant leaders can create support networks to share what they do, celebrate successes with peers, blog about how they do it, and give demos to management about their accomplishments.

  • Lessons on the Competencies of Coaching from Spotify and ICAgile

    Erin McManus and Fiona Siseman of Spotify presented a talk at AgileAus in which they explained how Spotify's Agile coaches follow six principles and can provide "full-stack coaching" at all levels. Shane Hastie, ICAgile's director of learning, has also recently written about the competencies required of Agile coaches as they begin their journey to mastery.

  • Systemic Coaching as a Leadership Approach

    Leadership and culture drive every transformation. An organization will not accept structural or process changes without being open and ready for such changes, said Matthias Gebhardt at Agile Leadership Day 2019; the way to go with a transformation is to transform your leaders first.

  • Effectiveness or Efficiency: Agile Shouldn't Feel Like a Fight

    Have you ever felt like the “agile” you’re advocating for is completely different from the “agile” your organisation or managers wants? If so, you need to stop and reassess, argued Tony O'Halloran in his talk at Agile Business Day 2019. Having a mismatch in these fundamental goals causes stress and anxiety in change agents and can put you in an isolating and lonely place professionally.

  • Wave 2 Agile: Living the Agile Mindset

    Living the agile mindset means actually doing it, not just talking about it. Living agile is only accessible to those who say yes to personal growth in a big way. If you want different behaviours in your organization, change your own behaviour. This is what Michael K Sahota is calling "Wave 2 of Agile", and invites everyone to join.

  • Designing Organisations with Purposeful Agile

    In a purpose-centric agile implementation, stakeholders make a clear shared purpose come to reality through visible outcomes. It starts with awareness of the organisation’s installed culture, finding installed habits and beliefs that pull back and block change, and deciding what you want to do about that. The second step is to create the necessary time and space for true change to happen.

  • Defining the Competencies of Agile Coaching

    The International Consortium for Agile (ICAgile) hosted a panel discussion at the Agile2018 conference about the Agile Coaching profession. The panel discussed what an agile coach is, the coaching competencies, where the career has been and the future direction of coaching.

  • Brain Based Learning: Applying Training From The Back Of The Room

    The human brain learns in many different ways; a training mode must fit the purpose and desired outcome. Practices from Training From the BACK of the Room! can be used to make training stick. Forcing big changes on people can be perceived as a threat; it’s better to create psychological safety, foster curiosity, and give feedback in ways that continue the dialogue instead of shutting down.

  • Dealing with the Broken Human Machine: How to Create High-Performing Teams

    To really progress in developing software and build anything at a scale, you have to examine your blind spots and learn to deal with people. The culture we build is important: the difference between a high performing engineering team and a low performing one is orders of magnitude in terms of productivity and quality. Focusing on how we do things is as important as what we’re doing.

  • How to Win a Solar Race Using Agile

    The Nuon Solar team uses agile and Scrum to take the steps which add the most value to the project first, integrate different disciplines, ensure transparency and focus, and reflect to improve. Their goal is promote and educate the use of clean energy; the mission is to win the Sasol Solar Challenge in South Africa using the power of innovation.

  • Game Changing Beliefs for Knowledge Working Organizations

    Game changing beliefs carry the strength of the strongest walls to shape our behavior. The beliefs we choose to take on in our professional work are a leverage point. They can help us to change the culture and behavior in organizations to increase agility.

  • Google: Managers Matter after All

    Based on internal data, Google researchers have come up with 8 traits that great managers have, providing guidance and tools to other organizations to find out if managers matter to them and how to train their managers.

  • Dealing with the Impostor Syndrome

    The impostor syndrome refers to people who fear being exposed as a "fraud". They think that they do not belong where they are, don't deserve the success they have achieved, and are not as smart as other people think. According to Agile Coach Gitte Klitgaard, many high-achieving people suffer from the impostor syndrome. It hinders people in their work and stops them from following their dreams.

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