The document describes a 3-year coach mentorship program with the goals of reducing reliance on external coaches and creating internal coaching skills and potential coaches. In year 1, mentees were paired with coaches to focus on relationship building, observation, and problem solving. In year 2, an explicit curriculum was added along with 360 reviews. Year 3 expanded to include remote locations and shared responsibility among coaches and participants. The program eliminated the need for external coaches and resulted in internal coaching positions and communities of practice led by past participants.

1. COACH MENTORSHIP
EXPERIENCE

2. Matthias Ripp
Who?
What?
How?

3. Why Coach Mentorship?
Year 1
Reduce reliance on external coaches.
Create internal “Coach” candidates.

4. Focus Areas
building the relationship
active listening
observation and debrief
problem solving
facilitation and training
Coaching Agile Teams book
Crucial Conversations book
Douglas Scortegagna

5. Months
Meetings/Week
Percent Allocation
Mentees
Coaches
20
9
6
3
2
1 -on-Ones Douglas Scortegagna

6. Year of Discovery

7. Douglas Scortegagna
Learning from Year 1
Keep
• 9 Months
• Study/Practice/Do
• Paired Engagement with Teams
Change
• No Promise of a Position
• Reduce “Goal-Seeking”
• Contest to Community
• Increase frequency of Evaluation

8. Why Coach Mentorship?
Year 2
Reduce reliance on external coaches.
Create internal “Coach” potential.
Create internal coaching skill, mindset.

9. Focus Areas
Similar skills
Explicit curriculum
Curriculum for individuals, pairs, the group
Half-day kick-off workshop
360 reviews
Coaching Agile Teams book (selected chapters)
Crucial Conversations book
Douglas Scortegagna

10. Months
Meetings/Week
Percent Allocation
Mentees
Coach Equivalents
20
9
6
3
2
1 -on-Ones Douglas Scortegagna
4
2

11. Year of Distraction

12. Douglas Scortegagna
Learning from Year 2
Keep
• Collaborating on “one-on-ones”
• Group Kickoff
Change
• Use the Entire Book
• Get Commitment
• Foster Engagement

13. Why Coach Mentorship?
Year 3
Reduce reliance on external coaches.
Create internal coaching skill, mindset.
(not “coaches”)
Include remote locations.

14. Focus Areas
Similar skills
Similar curriculum
“Participants” not “mentees”
All coaches meet with all participants
Capture artifacts for repeatability
Coaching Agile Teams book (all chapters)
Crucial Conversations book
Douglas Scortegagna

15. Months (3/3/3)
Meetings/Week
Percent Allocation
Participants
Coach Equivalents
20
9
4
3
2
1 -on-Ones Douglas Scortegagna
12
1.5

16. Year of Arrival

17. Douglas Scortegagna
Learning from Year 3
Keep
• Critical Mass
• Embrace Enabling Technology
• Share Responsibility
• Pair
• Prepare
• Keep an open mind

18. Outcomes - Tangible
• Eliminated external coaches
• Participant in internal Agile Coach position
• Participant in internal Agile strategy position
• Coach CoP – run by a participant
• Scrum Master CoP – run by a participant

19. Outcomes - Intangible
• Agile mindset applied in current positions
• More engagement in the external Agile
community
• Agile mindset momentum

20. THANK YOU

21. http://skdifabio.com
SKDiFabio@gmail.com
@SKDiFabio
www.linkedin.com/in/SusanDiFabio
http://www.slideshare.net/SKDifabio
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Dan@NeuManagementLLC.com
@DanRNeumann
www.linkedin.com/in/MeetDanNeumann
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Contact Us
Dan Neumann
Susan DiFabio