A Coach's role in creating Cultural Awareness and Role Modeling for Coherence (June 2020 Agile Denver Coaching SIG)
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Talk for June 2020 Agile Denver Coaching SIG
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A Coach's role in creating Cultural Awareness and Role Modeling for Coherence (June 2020 Agile Denver Coaching SIG)
- 1. PROPRIETARY AND CONFIDENTIAL ACCELERATE AGILITY An Agile Coach's Role in creating Cultural Awareness and Role-Modeling for Coherence Agile Denver Coaching SIG June 17 2020
- 2. AGILE VELOCITY INTRO 2 Richard Dolman Enterprise Agility Coach richard.dolman@agilevelocity.com linkedin.com/in/richarddolman I try to help people and organizations unlock their hidden potential. As an enterprise agility coach and trainer, I get to work with awesome people, who inspire and challenge me. richard@agiledenver.org
- 4. AGILE VELOCITY Coaching “Stances” ACI Coaching Competency model
- 5. AGILE VELOCITY 1. YOU DON’T HAVE TO BE A BIG SHOT. 1. SET THE BAR HIGH. 1. INSPIRE OTHERS. 1. LOOK IN THE MIRROR. 1. STAND FOR SOMETHING. 1. WALK THE TALK. 1. INTEGRITY MATTERS. 1. BE RESPECTFUL. 1. BELIEVE IN YOURSELF. 1. HOLD PEOPLE ACCOUNTABLE. 1. NOBODY’S PERFECT - CERTAINLY NOT ME! 1. YOU’RE JUDGED BY THE COMPANY YOU KEEP. 1. YOUR SOUL IS NOT FOR SALE. Role-Modeling 13 Traits of a good Role Model BE RESPECTFUL The Golden Rule - Treat others as you want to be treated. YOU DON’T HAVE TO BE A BIG SHOT You don’t have to be in a position of authority or an “expert” to be a role model. In fact, as a Coach, we have virtually zero authority, but our influence can be great if we model positive behaviors and practices. LOOK IN THE MIRROR Look to see if you’re sending the wrong message. Do you actions align with your words? WALK THE TALK Ensure that your words and actions are consistent. NOBODY’S PERFECT - CERTAINLY NOT ME! Accept responsibility for your actions. Get good at the “Failure Bow”. When you make a mistake, admit fault and show you mean it by taking corrective action. source: www.franksonnenbergonline.com
- 6. AGILE VELOCITY Satir curve - 6 Stages of Change Status Quo New / “Foreign” event New Status Quo Don’t judge. Don’t try to “fix” them. Fear needs exploring and normalizing! We continue to validate, accept and respect our client during this turbulent phase Integration is where we develop new possibilities, reevaluate and let go of old ways of being. This is the time where we get to reflect back all the positive changes we're seeing!
- 7. AGILE VELOCITY Cultural Awareness The Results Pyramid ©Partners in Leadership Managing → Leading → (Role-Modeling)
- 8. AGILE VELOCITY Cultural Awareness - Competing Values Framework Robert Quinn and Kim Cameron, University of Michigan Culture Type: Clan Orientation: Collaborative Leader Type: Facilitator, Mentor, Team Builder Value Drivers: Commitment, Communication, Development Theory of Effectiveness: Human development and participation produce effectiveness Culture Type: Adhocracy Orientation: Creative Leader Type: Innovator, Entrepreneur, Visionary Value Drivers: Innovative outputs, Transformation, Agility Theory of Effectiveness: Innovativeness, vision, and new resources produce effectiveness Culture Type: Hierarchy Orientation: Controlling Leader Type: Coordinator, Monitor, Organizer Value Drivers: Efficiency, Timeless, Consistency and Uniformity Theory of Effectiveness: Control and efficiency with capable processes produce effectiveness Culture Type: Market Orientation: Competing Leader Type: Hard driver, Competitor, Producer Value Drivers: Market share, Goal achievement, Profitability Theory of Effectiveness: Aggressively competing, customer focus produce effectiveness
- 9. AGILE VELOCITY Leader Types & Competencies Robert Quinn and Kim Cameron, University of Michigan
- 12. AGILE VELOCITY 12 Acknowledgments & Resources ● agile42 - Coaching Approach model www.agile42.com ● ACI / Lyssa Adkins - Coaching Competency model www.agilecoachinginstitute.com ● Frank Sonnenberg www.franksonnenbergonline.com ● Virginia Satir - Satir curve, 6 Steps of Change ● Robert Quinn and Kim Cameron, Jeff DeGraff, University of Michigan - Competing Values Framework (CVF) https://www.quinnassociation.com/en/robert_e_quinns_competing_values_framework / https://www.researchgate.net/figure/The-Competing-Values-Framework-model-and-leader-roles-and-competencies- Source-Quinn-et_fig4_306916795 ● Partners in Leadership https://www.partnersinleadership.com/insights-publications/the-power-of-the-results- pyramid-achieving-sustainable-culture-change/ ● David Marquet https://www.davidmarquet.com/ ● Path to Agility www.pathtoagility.com / www.agilevelocity.com
- 13. Richard Dolman 303-748-1034 richard.dolman@agilevelocity.com VP Client Success / Enterprise Agility Coach linkedin.com/in/richarddolman/ Q & A THANK YOU
Notas del editor
- Brief intro of my background. Ask everyone to post 1-3 words that speak to their view of Coaching or a Challenge they have as a Coach.
- Emphasis on Role Modeling Point out - - - - - > lines mean this is not an explicit, conscious stance, like the others. It’s “in the background”. It’s how we, as Coaches carry ourselves and how we show up for others. As such, I’ve found it harder than expected to maintain a high level of “modeling integrity” at times. *For me, this is not just about modeling Agile or Lean principles. It’s also about modeling behaviors that include empathy, curiosity, humility, resilience, etc. elaborate…
- I assume we’re all familiar with the “ACI Coaching Competency model. Anyone not familiar, I’m happy to discuss at the end of the session. Emphasis on Transformation Mastery *Point out personal development and change as well as organizational *Reiterate that both models include Mentoring which can be closely linked to Role Modeling.
- *Adapted from post by Frank Sonnenberg YOU DON’T HAVE TO BE A BIG SHOT You don’t have to be in a position of authority or an “expert” to be a role model. In fact, as a Coach, we have virtually zero authority, but our influence can be great if we model positive behaviors and practices. SET THE BAR HIGH. Have high expectations for others and yourself. Avoid the tendency to adjust the target downward just to accommodate mediocrity. INSPIRE OTHERS. When you’re a role model, every message you send is critical. Don’t wait for the stars to align to demonstrate good behavior. LOOK IN THE MIRROR. Look to see if you’re sending the wrong message. Do you actions align with your words? STAND FOR SOMETHING. Good role models have the strength of their convictions. They believe what they say and say what they believe. WALK THE TALK. Ensure that your words and actions are consistent. INTEGRITY MATTERS. Good role models are open, honest, and trustworthy. Make sure to finish what you start and follow through on commitments. BE RESPECTFUL. The Golden Rule - Treat others as you want to be treated. BELIEVE IN YOURSELF. Be confident in who you are and what you represent. But balance that confidence with humility. HOLD PEOPLE ACCOUNTABLE. Don’t accept bad behavior. Speak up against abuses. Life isn’t a spectator sport. NOBODY’S PERFECT - CERTAINLY NOT ME! Accept responsibility for your actions. Get good at the “Failure Bow”. When you make a mistake, admit fault and show you mean it by taking corrective action. YOU’RE JUDGED BY THE COMPANY YOU KEEP. Surround yourself with people of high character and integrity. YOUR SOUL IS NOT FOR SALE. Listen to your conscience. That’s why you have one. Pair-Share activity - Which of these resonate most with you and why?
- Virginia Satir - 6 Stages of Change New “Foreign” event - Like starting an Agile Transformation! Resistance to Change I my experience, most resistance is born out of uncertainty and a fear or threat that they’re going to lose control. Change is hard for most, so it's important not to rush people at this stage. Don’t try to “fix” them, instead hold them "Naturally Creative, Resourceful and Whole". Chaos By "Chaos" Virgina Satir was referring to "the system is now operating in ways we cannot predict". Once the client has begun exploring their own beliefs, motivations, needs, vision and goals they are already moving to a state of chaos - the process of change has begun! Fear needs exploring and normalising What this means for us as the coach: Virginia Satir used this stage and considered it vital for deep and lasting change. It's important to note that this stage is where we, the coach, are most likely to get stuck with a client. [If we do get stuck, we can ask for help from a colleague or mentor - while respecting confidentiality of course.] Fear needs exploring and normalizing! In summary: This phase is where we work with our clients to shift and heal limiting beliefs and perceptions about themselves, their life and the world. We continue to validate, accept and respect our client during this turbulent phase, reminding them of the inner and outer resources they already possess. We normalise stress and fear as an essential part of change, and help them renegotiate their outdated rules, beliefs and coping mechanisms. Integration What this means for our clients: Integration is where our clients develop new possibilities, reevaluate and let go of old ways of being. During this stage they'll come up with new ideas, reconsider their beliefs, integrate dormant parts of themselves and explore new ways of looking at themselves and their life. Our clients will have more energy and enthusiasm. They'll see new futures for themselves - beginning to let go of what doesn't serve them, and really go for what they want! What this means for us as the coach: This is a fun stage for coaches - a stage where a new place of being emerges for our clients. As coaches we can reflect back what we see, encourage the client to connect with what's important, what they want and to try new things. We stretch them (within reason!) to be and do more. How coaches help the client in this stage: This is the time where we get to reflect back all the positive changes we're seeing! Practice What this means for our clients: This is the stage where the clients implement and strengthen their new state by practicing! It can be challenging and disheartening in the beginning. And as our clients stick at it, they improve and they begin to feel proud and exhilarated! What this means for us as the coach: As the client implements and practices their new ideas, they need support. The pull of old patterns is strong. We can encourage the client to connect with their inner strength, remind them what is possible, and point out where they may be slipping back into old ways of thinking and being (obviously without judgement!).
- It’s not about changing the culture. It’s about being aware of your culture and understanding its ability to enable or hinder change. What is Organizational Culture? - It’s the beliefs, rituals, behaviors and the stories we tell. Above the line: Traditional Management, Task focused, People as “resources” Below the line: Leadership, Culture, Growth mindset, People as “resourceful” An Agile Transformation, like most change initiatives, requires learning new ways of thinking and working. Change happens by enabling new Experiences for people that changes their Beliefs (about what is possible), which then leads to new Actions being taken (i.e. Psychological Safety empowers people to experiment and try new approaches). This is how you achieve sustainable, impactful Results. Leaders and Managers need to be able to be role-models, to model the behaviors they want to inspire in others. i.e. Being culturally aware that the current Command and Control culture, or archetype, is in competition with the idea of self-organizing teams (a central Agile tenant). Acknowledging this helps us make smarter decisions and helps us handle the difficulties more effectively. David Marquet story - During our Leadership Is Language webinar w/ David Marquet and Andy Worshek, Andy talked about how the real test for David’s leadership by Intent approach was - not in how he responded the first time a sailor made a critical mistake - but rather how he responded the second and third time. He pointed out that the rest of the officers and crew truly started to trust his leadership style when he demonstrated and modeled his consistent behavior. They Experienced it and began to Believe it and their Actions and Results became a reflection of that. That is a real Culture shift. David also shared an anecdote of how, eventually, when they would go through simulation exercises with other submarines, he knew he had the advantage because his officers and crew would be making the decisions and responding to changes better and faster than the others who were still operating in a traditional command and control cultures on other submarines. Image: The Results Pyramid from Partners in Leadership
- CVF: Individual Leadership Behaviors -- enable -- Specific Types of Culture and Competencies -- that lead to -- Specific Outcomes and Value for the org… Questions to explore the “dominant characteristics” in understanding Culture: Organizational Orientation - What values and norms define us? Leadership style - How does leaders lead? Team Management - How do frontline managers and staff interact? Organizational Glue - What holds us together? Value Drivers - What is our strategic emphasis? Theory of Effectiveness - How do we succeed?
- It’s not as simple as saying “You need to shift your style to ‘X’” Personal Activity: Examine each of the Leader types and consider how you might model a shift in that thinking or an action one could take. What triggers should a leader pay attention to in order to be aware of their tendency? How would be be able to see coherence in our thinking? Pair-Share activity: Think of someone you’re coaching now (or recently)... What is their core style? What could you do to Coach them to think or behave differently if the desire was to shift the culture in a different direction? What could you do as a Coach to model the behavior and/or mindset of a different Style that they might aspire to?
- Overview of P2A Satir curve as the backbone of “path” Explain each Stage - ALPAA Explain 3 Levels - Org | System | Team Brief reference to Business Outcomes, Agile Outcomes and Agile Capabilities Tie it back to Coaching and individual, culture and role modeling.