Difference between revisions of "Coach"
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m (*'''‘groove’ these coaching skills''' and habits into your daily lives.) |
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:Investing ten minutes in coaching will save an hour. | :Investing ten minutes in coaching will save an hour. | ||
{{quote|A coach is responsible for identifying and inducing productive discomfort|Kent Beck}} | |||
A {{p|coach}} aims to: | A {{p|coach}} aims to: | ||
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*'''achieve better results''' with your {{p|stable team}} more quickly; | *'''achieve better results''' with your {{p|stable team}} more quickly; | ||
*'''build your interpersonal skills''' more broadly—which often means you interact and relate better with those around you: family, friends, customers, vendors; and | *'''build your interpersonal skills''' more broadly—which often means you interact and relate better with those around you: family, friends, customers, vendors; and | ||
*'''‘groove’ | *'''‘groove’ coaching skills''' and habits into your daily lives. | ||
Are you a great {{p|coach}}? Assess yourself using the [[coaching self-assessment]]. | |||
Also see [[mentor]]. | Also see [[mentor]]. | ||
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Person being coached by a {{p|coach}}. Closely related to {{p|mentor}}. | Person being coached by a {{p|coach}}. Closely related to {{p|mentor}}. | ||
==Kanban Coach== | |||
{{author|David J. Anderson}} expects every kanban coach to be able to answer these questions or you’d better get a better #kanban advisor. | |||
#If someone says, "We are doing #kanban", try asking them why a kanban system with deferred commitment was appropriate for their circumstances? | |||
#When would you choose a kanban system for scheduling work as opposed to some other scheduling system? What is your current system in use? | |||
#What other elements do you need to add to kanban to create an adequate scheduling system for your context? What risks are you mitigating? | |||
==Sources== | ==Sources== | ||
*{{thetaoofcoaching}} | *{{thetaoofcoaching}} | ||
{{WebSourceListItem | |||
|url=http://www.utas.edu.au/__data/assets/pdf_file/0004/313834/Coaching-Conversations-for-Change-part-1.pdf | |||
|site=University of Tasmania | |||
|title=Coaching conversations for change (part 1) | |||
}} | |||
{{WebSourceListItem | |||
|url=http://blogs.hbr.org/2014/06/finding-the-balance-between-coaching-and-managing/ | |||
|site=HBR | |||
|person=Jack Zenger, Joseph Folkman | |||
|title=Finding the Balance Between Coaching and Managing | |||
}} | |||
{{WebSourceListItem | |||
|url=https://hbr.org/2015/05/4-reasons-managers-should-spend-more-time-on-coaching | |||
|site=HBR | |||
|person=Joseph R. Weintraub, James M. Hunt | |||
|title=4 Reasons Managers Should Spend More Time on Coaching | |||
}} | |||
*https://hbr.org/2015/08/6-ways-to-turn-managers-into-coaches-again | |||
*[https://www.infoq.com/interviews/interview-portia-tung-coaching-habits Portia Tung on Executive Coaching and Habits of Effective Agile Coaches] | |||
==See also== | |||
*[[:category:coach]] | |||
*[[Change]] | |||
*[[Culture]] | |||
*{{p|agile coach}} | |||
{{tag|coach}} | |||
{{verb}} |
Latest revision as of 17:16, 19 November 2017
Why coach? Out of selfishness as much as philanthropy.
- Investing ten minutes in coaching will save an hour.
- A coach is responsible for identifying and inducing productive discomfort
A coach aims to:
- enhance the performance and learning ability of others;
- help people to help themselves;
- build trust in the coaching relationship—a powerful way to do this is to disclose something of your own strengths, weaknesses and experiences;
- give feedback;
- include techniques such as motivation and effective questioning;
- recognize the coachee’s readiness to undertake a particular task, in terms of their location in the skill will matrix for a leader coach.
As a great coach, you:
- create more time for yourself and others—working the skill will matrix with your people, you will in the position to delegate more;
- enjoy the fun of working with a band of colleagues who actually relish working with you;
- achieve better results with your stable team more quickly;
- build your interpersonal skills more broadly—which often means you interact and relate better with those around you: family, friends, customers, vendors; and
- ‘groove’ coaching skills and habits into your daily lives.
Are you a great coach? Assess yourself using the coaching self-assessment.
Also see mentor.
Facts:
- the number of enlightened leaders seems to be much greater than people normally think;
- many people have found these techniques also help them talk better with their customers—not just with their own teams; and
- the coaching tool kit seems to be relevant well beyond the mere corporate world.
A coaching leader takes coaching a step further.
Person being coached by a coach. Closely related to mentor.
Kanban Coach
David J. Anderson expects every kanban coach to be able to answer these questions or you’d better get a better #kanban advisor.
- If someone says, "We are doing #kanban", try asking them why a kanban system with deferred commitment was appropriate for their circumstances?
- When would you choose a kanban system for scheduling work as opposed to some other scheduling system? What is your current system in use?
- What other elements do you need to add to kanban to create an adequate scheduling system for your context? What risks are you mitigating?
Sources
- The Tao of Coaching by Max Landsberg
- University of Tasmania » Coaching conversations for change (part 1)
- HBR » Jack Zenger, Joseph Folkman » Finding the Balance Between Coaching and Managing
- HBR » Joseph R. Weintraub, James M. Hunt » 4 Reasons Managers Should Spend More Time on Coaching
- https://hbr.org/2015/08/6-ways-to-turn-managers-into-coaches-again
- Portia Tung on Executive Coaching and Habits of Effective Agile Coaches