A Curious Mindset: basic coaching skills for Managers and others Aliens.
1. A Curious Mindset
Basic coaching skills for Managers and other Aliens.
Deborah Hartmann Preuss
Steve Holyer
2. agility = no management ?
Managers become meaning-makers by
modeling & teaching coaching skills
to grow a shared-leadership culture.
3. Abstract
Scrum highlights organizational dysfunctions and challenges us in uncomfortable ways. This is natural: it’s a paradigm shift, and
Scrum offers software teams a powerful learning approach to support that shift. But the shift also radiates outward, impacting
managers and others with no clear “Scrum role,” who may feel threatened, or unsure how to contribute without disempowering
their newly selforganizing
teams.
This workshop invites Scrum Masters, managers, technical leads, architects and other nondeveloper
roles to practice critical skills
that bring your wisdom back into play when engaging with selforganizing
teams and
really, with anyone.
With little guidance available, you may choose to continue with your traditional practices, feeling ever more outoftune
with the
“embrace change” zeitgeist. Or you may choose to hand full control over to your teams and
then struggle with how to responsibly
ensure their success. The fact is that both options stifle the flow of information and meaning. How, then, do leaders constructively
contribute value within a selforganizing
workplace? In this workshop we’ll introduce an alternate approach that enables leaders
and teams to work together to grow shared leadership and shared success.
All of us have an operating system — a mindset — that drives our behavior, of which we are usually quite unaware. Research
shows that, despite espoused collaboration values, most businesses actually run on a “unilateral control model” an
approach
4. Abstract
We'll briefly introduce the “mutual learning model” in which the wisdom and guidance of formal leaders is still contributed, while also growing
shared leadership an
approach described in Roger Schwarz’s book “Smart Leaders, Smarter Teams,” which has led to increased performance,
stronger working relationships, and greater wellbeing
in workplaces applying it. Then you’ll participate in two cultureshifting
exercises that
raise awareness of your own leadership style and teach new thinking models exercises
you can take back to your own organisation to build
more successful and satisfying shared leadership.
Changing how you lead begins with changing your own mindset. In this short workshop, we’ll focus on curiosity as a cultureshifter.
We’ll apply
it to ourselves how
do we listen? What happens when we listen and respond differently? And we’ll learn to formulate more powerful, truly
curious questions that invite teams to innovate and take initiative. We’ll do this in pairs and small groups, where participants can work in the
language of their choice, and in wholegroup
discussions in English.
Listening and questioning, powered by true curiosity: cultureshifting
tools you can learn and teach. We bring you an approach that encourages
leaders at every level to claim a critical role as builders of shared meaning, and offer you two skillsets to practice yourself and share with
colleagues in every department, to consciously grow a collaborative culture that supports true agility across organisational boundaries. Of
course, it means letting go of your need to be in control... are you ready? Come and try it in a safe environment, led by trained coaches, and
5. In this Session
• how do your beliefs and choices impact your group's culture?
• different ways to listen, and how it feels to listen more deeply
• a model for posing better questions, that break the tellmewhattodo
habit
• exercises for shifting to a “mutual learning” mindset to support your success
6. A Curious Mindset
Basic coaching skills for Managers and other Aliens
Steve Holyer
email: coach@engage-results.com
twitter: @zurcherart
Deborah Hartmann Preuss
email: deb@debpreuss.com
twitter: @deborahh
.com
@agileambulance
7. The job of management is not to
select the best ideas; it is to
create a system that allows for
the best ideas to emerge.”
@agileambulance @deborahh @zurcherart
7
“
Jurgen Appelo
10. Agile-Lean
10
@agileambulance @deborahh @zurcherart
Agile Competency Model
(cc) 2013 Agile Coaching Institute, under a Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License Source: http://agilerichmond.com/attachments/article/82/A_Walk_Down_the_Agile_Coach_Path_Practitioner
Teaching
....................................
Mentoring
Professional
Coaching
Facilitating
....................................
Transformation
Business
Technical
(cc) 2013 Agile Coaching Institute, under a Creative Commons AttributionNonCommercialShareAlike
3.0 Unported License
Source: http://agilerichmond.com/attachments/article/82/A_Walk_Down_the_Agile_Coach_Path_with_Lyssa_Adkins.pdf Text
11. Profession
11
@agileambulance @deborahh @zurcherart
Agile Competency Model
(cc) 2013 Agile Coaching Institute, under a Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License Source: http://agilerichmond.com/attachments/article/82/A_Walk_Down_the_Agile_Coach_Path_Practitioner
Teaching
....................................
Mentoring
Coaching
Facilitating
....................................
Transformation
Business
Technical
(cc) 2013 Agile Coaching Institute, under a Creative Commons AttributionNonCommercialShareAlike
3.0 Unported License
Source: http://agilerichmond.com/attachments/article/82/A_Walk_Down_the_Agile_Coach_Path_with_Lyssa_Adkins.pdf Text
12. 12
Steve Holyer
email: coach@engage-results.com
twitter: @zurcherart
Deborah Hartmann Preuss
email: deb@debpreuss.com
twitter: @deborahh
@agileambulance
.com
focus on what matters
27. @agileambulance @deborahh @zurcherart
27
silent observers
seeker coach
5 minutes: Coaching: includes questions, listening, NO FIXING
2 minutes: feedback from seeker (what was that like for you?)
5 minutes: observers first, then everyone: what did you NOTICE?
28. @agileambulance @deborahh @zurcherart
28
Seeker:
“I’d like to get your help with a problem...” (not more than 2 sentences!)
Coach:
“I’ve been learning some coaching skills, and I think it might help if I ask questions rather than
give advice. Would that be ok for you?” (ok)
Start with: “What is important about this?”
5 minutes: Coaching: includes questions, listening, NO FIXING
2 minutes: feedback from seeker (what was that like for you?)
5 minutes: observers first, then everyone: what did you NOTICE?