book

Professional Coaching for Agilists

Name: Professional Coaching for Agilists
ISBN: 9780136741817

by Damon B. Poole, Gillian Lee

March 2021

Beginner

240 pages

6h 17m

English

Addison-Wesley Professional

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Cover Page
About This eBook
Title Page
Copyright Page
Contents
Preface
What Is Professional Coaching?Who Is This Book For?What Makes Professional Coaching Valuable for Agilists?What Is in This Book?
Acknowledgments
About the Authors
1 Basics of Professional Coaching
What Is Professional Coaching?Supportive BehaviorsProfessional Coaching DefinedCoaching TerminologyProfessional Coaching Is Not the Only ToolPeople Do What They Want to DoFocus on the Person Instead of the IssueOur Coaching Toolbox: Principles, Objectives, and TechniquesObjective-Based CoachingStarting a Coaching Conversation Objective: Rapport BuildingObjective: Identify the Session PurposeObjective: The Aha MomentObjective: Forward Motion (aka Planning)Objective: The Associated GoalIdentifying the Session Purpose versus the Associated GoalObjective: Learning and GrowthAn Example Coaching ConversationPowerful Questions: The Primary Tool of Professional CoachingYour Mindset Determines the Kinds of Questions You AskThe Seven Characteristics of Powerful QuestionsPowerful Question Anti-PatternsApplying Professional Coaching to Teams and OrganizationsChapter SummarySelf-AssessmentSuggested Next Steps
2 Professional Coaching in Depth
Professional Coaching Starts with PermissionThe Session PurposeThe Session Purpose Is a Specific Outcome for the ConversationThe Coachee’s True Session Purpose Is Probably a Surprise to Both of YouAn Example of Determining the Session PurposeSuccess Criteria for the Session PurposeExploring the Coachee’s Mental LandscapeForward Motion (aka Planning)Excitement, Motivation, and ResolveReal Next StepsAccountabilityA Coaching Approach versus Managing and Project ManagingLooking for DiscrepanciesClosing a Coaching SessionWhen You Are Running Out of TimeTurning Loose Ends into Coaching AssignmentsMoving Wrap-Up Actions Earlier in the ConversationCoaching TechniquesCoaching Technique: PersonalizingCoaching Technique: DepersonalizingAn Extended Example of Professional Coaching“The Standup” Take 1: No Assistance Requested“The Standup” Take 2: The Scrum Master Reaches Out to an Agile Expert“The Standup” Take 3: The Scrum Master Reaches Out to a CoachChapter SummarySelf-AssessmentSuggested Next Steps

3 Acting as a Mirror
Neutrality: The Absence of DistortionFully Absorbing InformationPresencePatienceGoing with the FlowEmotional IntelligenceConsider Your ResponseReflecting the Coachee in Your ResponseCreate a Space That Invites Inner ReflectionCoaching Technique: NotifyingMaintain the Coachee’s Point of ViewAvoid Paraphrasing When CoachingUse Reiterating Instead of Paraphrasing to Move the Conversation ForwardHelping the Coachee FocusInvite PrioritizationCoaching Technique: SummarizingKeep the Session on Track without Taking the Coachee Off TrackCoaching Technique: Orienting to Session PurposeOrienting to a New Session PurposeUsing the Team to Augment Your CoachingA Complete Summary of Professional CoachingShaping Your Coaching SelfChapter SummarySelf-AssessmentSuggested Next Steps
4 Offering Expertise
Resisting the Urge to Provide Unsolicited ExpertiseHandling Explicit Requests for ExpertiseProactively Raising Awareness of the Value of CoachingCoaching Technique: RedirectingCoaching Technique: HighlightingSharing Expertise with a Professional Coaching MindsetSharing the “Minimum Viable” Amount of ExpertiseFeedback Is a Form of ExpertiseGiving Praise and Criticism Is Like Playing a Game of Hot and ColdReturn to Professional Coaching as Soon as PossibleWe All Have Blind SpotsApplying a Coaching Mindset to TeachingCreating a Self-Serve Knowledge-Sharing EnvironmentUsing Agile and Modeling AgilePublishing Your CapabilitiesCatalog of ServicesGuidelines for Sharing Feedback and ExpertiseAdditional Considerations for Sharing Feedback and ExpertiseEmbrace Not KnowingAcknowledge the Coachee’s ContributionsEncourage the Coachee’s Learning and GrowthWhat if Their Approach Is Not as Good as My Approach?What if They Make a “Bad” Decision?Receiving Feedback as a CoachChapter SummarySelf-AssessmentSuggested Next Steps
5 Coaching toward Performance
Connecting People with Their Best SelvesPersonal InventoryCreating a Personal InventoryOur Differences Shape Our ChoicesShifting from Obstacles to GoalsCoaching Technique: Orienting to GoalsCoaching Technique: Determining Goals and VisionProviding Feedback on the Coachee’s JourneyCoaching Technique: EncouragingCoaching Technique: AcknowledgingCoaching Technique: ChallengingCoaching Technique: CelebratingRewiring Our Thought PatternsWhat We Do Now Is How We’ve Succeeded So FarCoaching Technique: ReinterpretingCoaching Technique: ReevaluatingCoaching Technique: RepatterningCoaching Technique: ReflectionThe Role of Emotional Intelligence in RewiringMore Opportunities for the Coachee to Rewire Their Thought PatternsOpportunities for Coachee Self-ImprovementTeam Self-CoachingSupporting Coachee Improvement EffortsChapter SummarySelf-AssessmentSuggested Next Steps
6 Being the Best Coach You Can Be
Bring Your Whole Self to CoachingBuilding Rapport with HumorCoaching Technique: LighteningThe Practical Application of IntuitionCoaching Technique: IntuitionMetacognition: Translating Your Experience into CoachingLeverage Your Emotional IntelligenceSocial AwarenessSelf-AwarenessSelf-ManagementRelationship ManagementEmotional Intelligence in ActionResponding to the Coachee’s FeelingsCoaching Technique: ReleasingExperiment and Take Risks to Grow as a CoachConsider Specialized Tools and TechniquesVisualizationRole-PlayingInterruptingIncorporate Coaching Skills into Your Everyday InteractionsPursue ExcellenceSelf-CoachingSelf-RetrospectivesChapter SummarySelf-AssessmentSuggested Next Steps
7 Leveraging Group Facilitation
The Best Results Emerge from Self-Organizing TeamsGrowing a Team toward Self-OrganizationFacilitation Structures and Practices That Maximize Coachee ChoicePowerful Activities—Powerful Questions for TeamsExample: Team with the Best Results EverExample: Shared VisioningAdditional Opportunities for Team CoachingCase StudiesThe Nonviolent Communication RetrospectiveA Tale of Two TeamsAn Organization-Level Coaching ConversationChapter SummarySelf-AssessmentSuggested Next Steps
8 The Coaching Engagement
Discovering the Work That Needs DoingDoing the WorkGrowing AgilityUsing Agile and Coaching to Become AgileManaging Coaching Work via a BacklogMeasuring AgilityWhat’s Your Coaching Engagement Model?Coaching Contrasted with Other ServicesCoaching versus TherapyCoaching versus ConsultingUsing Professional Coaching as a ConsultantThe Coaching Agreement for the Coaching EngagementCreating a Coaching AgreementCreating a Coaching Agreement with a TeamCreating a Coaching Agreement with LeadershipCreating a Coaching Agreement in the MomentCoaching Behaviors That Require a Coaching AgreementTurning Verbal Agreements into Written AgreementsThe Path to Creating a Coaching AgreementChapter SummarySelf-AssessmentSuggested Next Steps
Appendix A: Exercises
Guidelines for the ExercisesExercises for Chapter 1Exercises for Chapter 2Exercises for Chapter 3Exercises for Chapter 4Exercises for Chapter 5Exercises for Chapter 6Exercises for Chapter 7Exercises for Chapter 8Additional Exercises
Appendix B: References
Our Coaching PrinciplesCoaching ObjectivesBehaviors to Do and AvoidProfessional Coaching Starting ReferenceGuidelines for Creating Powerful QuestionsAdditional Powerful QuestionsGuidelines for Sharing Feedback and ExpertiseGuidelines for Staying in the Coaching Mode as Much as PossibleExample Descriptions of an Agile Coach and Professional CoachingExample Coaching Agreements—For Individuals, Teams, and OrganizationsExample Service OfferingsCoaching TechniquesRecommended Resources
Index

Content preview from Professional Coaching for Agilists

6 Being the Best Coach You Can Be

Coaching is a journey. In this chapter, we will take a look at your inner journey: incorporating who you are as a person into your coaching and incorporating your coaching into who you are as a person. As you progress, you will naturally leverage more of your unique personality, talents, and experiences in your coaching.

Bring Your Whole Self to Coaching

Focusing on being you is the best way to leverage your uniqueness. There’s a tool we like to use called shared visioning (described in Chapter 7). When I (Damon) learned it, the facilitator introduced it using words and drawing as the two mediums. When Gillian ...

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Professional Coaching for Agilists

by Damon B. Poole, Gillian Lee

6