Intro to Coaching

Coaching Model (A6)

A6 Coaching Model

1. Agree

2. Address

3. Assess

4. Align

5. Assign

6. Account

Original concept © 2017 The Painefree Group, LLC (11628 Old Ballas Road, St. Louis, MO 63141)

Agile Coaching Competency Framework

Agile Coach Competency Framework was developed by Lyssa Adkins and Michael Spayd as part of their work at the Agile Coaching Institute (ACI)

Coaching Stances - you can't spend all your time on the left (in content) or on the right (in coaching). Otherwise, you won't get the outcomes you want. For example, if you always ask open powerful questions that get the coachee to look inside to find the answers that you already know, then they won't ask you anymore - especially if they aren't making any progress. These are often the people that you need to help the most - those who get coaching are the easiest to transform and require the lightest touch.

Agile-Lean Practitioner

Ability to learn and deeply understand Agile frameworks and Lean principles, not only at the level of practices but also at the level of the principles and values that underlie the practices enabling appropriate application as well as innovation.

Professional Coaching

Ability to act as a coach, with the client’s interest determining the direction rather than the coach’s expertise or opinion.

Facilitating

Neutral process holder that guides the individual’s, team’s, or organization’s process of discovery, holding to their purpose and definition of success.

Mentoring

Ability to impart one’s experience, knowledge and guidance to help grow another in the same or similar knowledge domains.

Teaching

Ability to offer the right knowledge at the right time, taught in the right way so that individuals, teams and organizations metabolize the knowledge for their best benefit.

Technical Mastery

Ability to get your hands dirty with architecting, designing, coding, test engineering, or performing some other technical practice, with a focus on promoting technical craftsmanship through example and teaching by doing. And expertise in agile scaling patterns or structures.

Business Mastery

Ability to apply business strategy and management frameworks to employ agile as a competitive business advantage, such as Lean Start-Up, product innovation techniques, flow-based business process management approaches, and other techniques related to innovating in the business domain.

Transformation Mastery

Ability to facilitate, catalyse and (as appropriate) lead organizational change and transformation. This area draws on change management, organisational culture, organization development, systems thinking, and other behavioural sciences.

Taken from http://www.agilecoachinginstitute.com/agile-coaching-resources/

Assumptions of Successful Coaching

The coachee already has the answers. This means that the coach is there as a guide rather than a problem solver. The coach is a catalyst. While they do not create the change in the coachee, they are an assistant in helping them move forward. The coachee is accountable within the coaching process. The coach creates the foundation, but the coachee must do the work. The coach is passionate about assisting in the change process. They are driven to see the client succeed. The coaching process is built on trust. All coaching conversations are confidential, and the coach/client relationship is highly respected.

Taken from http://nlp-leadership-coaching.com/why-successful-leaders-need-coaching-skills/