Individual coaching for team success
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Individual coaching for team success
- 1. Individual Coaching for Team Success Sarah E. Welch, CSM, PMP
- 8. WHEN TO COACH TEAMS VS. INDIVIDUALS
- 9. When to Coach Teams • Retrospective items • Overall process improvements • General communication • Issue/opportunity is team wide • Conflict
- 10. When to Coach Individuals • Conflict • Helping a lower performing team member • Sensitive issues—like hygiene. Eek! • Onboarding a new team member • Strengthening an emerging leader
- 11. Preparing to Coach • Prepare yourself • Practice on yourself • Establish a coaching relationship – Trust – Care – Authority • School yourself (field trip!)
- 12. HAPPY & PRODUCTIVE EMPLOYEES
- 13. MASLOW’S HIERARCHY OF NEEDS Self-actualization Esteem Love/Belonging Safety Physiological $
- 14. MASLOW’S HIERARCHY OF NEEDS Self-actualization Esteem Love/Belonging Safety Physiological C
- 15. Gallup Study* Over 25 years of research Interviews with thousands * First, Break All the Rules
- 16. I KNOW WHAT IS EXPECTED OF ME flickr.com/photos/amanky/
- 17. TOOLS & EQUIPMENT TO DO MY WORK RIGHT
- 18. I GET TO DO WHAT I DO BEST EVERY DAYflickr.com/photos/catdonmit/
- 19. I HAVE RECEIVED PRAISE IN THE LAST 7 DAYS U. S. Navy
- 20. at work SOMEONE AT WORK CARES ABOUT ME flickr.com/photos/benjamingolub/
- 21. SOMEONE ENCOURAGES MY DEVELOPMENT * obligatory motivational poster picflickr.com/photos/alanenglish/
- 23. MY COMPANY’S MISSION MAKES MY JOB FEEL IMPORTANT
- 24. MY CO-WORKERS ARE COMMITTED TO DOING QUALITY WORK flickr.com/photos/slworking/
- 25. I HAVE A BEST FRIEND AT WORK I HAVE A BEST FRIEND AT WORK
- 28. A high performing team doesn’t finish a story and doesn’t say anything about it until almost the end of the sprint Why? What do we coach?
- 29. Sprint after sprint, stories worked on by one particular developer have been rolling at the last minute. Why? What do we coach?
- 30. A team member jumps from story to story but doesn’t finish. Why? What do we coach?
- 31. A top developer brings a magazine to a sprint planning session. Why? What do we coach?
- 32. A team member withholds information from the team that they need to complete their work. Why? What do we coach?
- 33. Team members constantly interrupt each other. Why? What do we coach?
- 34. A team member has a series of unexplained absences. Why? What do we coach?
- 35. A team member clips his nails during a team meeting. Why? What do we coach?
- 36. A team member is intoxicated at work. Why? What do we coach?
- 37. A team member explains even very simple things to his/her teammates. Why? What do we coach?
- 38. Coaching Methods • Casual drop-bys • Scheduled sessions • Reminders in meetings • Suggested training • Forward relevant articles • Encouragement • Be available – constantly remind your teams that you’re there to help
- 39. Coaching Phrases • “I noticed that it went well when you…” • “I’ve noticed that you’re more stressed than normal. What’s going on? Can I help?” • “I’m not sure if you noticed, but I think you upset Fred during our standup this morning.” • “I know we’ve been having trouble with X. I read this blog post where a team tried A,B,C. What do you think?”
- 40. COACHING TOOLS
- 41. Team Goals & Needs Engineering Practices • Wants to try pairing Communication • Needs to use email alias more often • Work on not interrupting each other User Stories & Planning • Make smaller stories • Better prepare for planning Needs • More reliable builds • Better organized product backlog
- 42. Individual Goals Team Member Goals Notes Josh Needs to understand & live team empowerment Seems very stressed lately, need to make sure he stays at a sustainable pace Camille Need to work on not letting perfect get in the way of done I’ve worked with Camille on setting quality expectations up front. I’m hopeful for improvements this sprint. Jaime Jaime’s part time, so I’ve had a hard time getting to know her— especially since she’s quiet. I need to work on that. Nick Work on test strategy more upfront Has been stepping up as a team leader the last two sprints—love to see that
- 43. Working with Others to Coach • Meet with your team members’ managers • Talk about the goals, things you’re noticing • Ask if there’s anything you can help with • Don’t be afraid to ask for them to hold off on an issue if you’re working it • Make sure some of it’s positive • When? At least sprintly. ASAP if it’s a big issue.
- 44. Coaching To Coach • Encourage self-management • Grow an emergent leader • Help more experienced team member feel valued • Get help in areas where others have more experience
- 46. QUESTIONS? Sarah E. Welch, CSM, PMP @sarahewelch sarahewelch@gmail.com
Notes de l'éditeur
- When you hear the term coaching, your thoughts may go to basketball, football, or some other sport, but when the term was originated, it meant instructor or tutor. This is much closer to the type of coaching we’ll talk about this afternoon.http://www.flickr.com/photos/psycho-pics/2630163338/sizes/l/in/photostream/
- http://www.flickr.com/photos/heraldpost/5169295492/sizes/o/in/photostream/Coaching is helping someone grow through a mix of challenging, questioning, instructing, and supporting. More often than not, when you’re working with teams, this coaching has to do with how to work together & function as a team.
- Spectrum of informal to very formal, in most situations, I recommend informal but trackedIf you're initimidated by the idea of coaching someone, you may be surprised to realize that you have probably coached someone in the past--without using the word.
- Isn’t agile supposed to be about the team?
- A chain is only as strong as its weakest link. A team is only as strong as its weakest member. While there are plenty of ways to strengthen a team as a whole, you will get the most return on your time investment by coaching your weakest team members--or by coaching your stronger team members to coach your weak members. We'll get that in Section 2, but first, let's learn about how we can help individual team members directly.
- Establish trust with the individualMake sure that they know that you care--at some level. It's best if they feel like you care about them as a person, but if you can at least let them know that you care about their professional growth, that's a great start.Establish authority in the area you're coaching them in. For some people, that means knowing about certifications, but for most people and most areas of coaching, it means practice what you preach.School yourself—starting now—on what people need to be happy & productive at work
- You may have seen this in a health class once upon a time
- http://www.flickr.com/photos/amanky/
- http://www.flickr.com/photos/catdonmit/
- http://www.flickr.com/photos/benjamingolub/Leave time for socializingImportant to help new people feel like they belongHave a lunch with the team or do happy hour during their first week on the job
- http://www.flickr.com/photos/alanenglish/
- www.flickr.com/photos/benjamingolub/
- Keeping all of those attributes & Maslow’s hiearchy in mind, let’s do some exercisesI will talk about tools & how to do this first, but I want to get you in a state of mind
- Trick question. This isn’t about coaching anymore. This needs to be reported to the person’s direct report and/or HR.
- At the end of the day, it’s about providing the information that your teams need in a supportive & useful way. Whether it’s engineering practices or how to talk to a teammate.
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