BEing versus DOing agile I remember back to 2006 when I was in the middle east in Qatar, Doha. I was playing the role of the learning strategy consultant for the Asian Games; we had to train 30,000 volunteers, leaders and staff in readiness to run the games. The strategy I ended up developing was made up of three elements; simply described as KNOW-DO-BE. In other words there are competencies that relate to what a trainee needs to KNOW, competencies that relate to what trainee

“Agile coaching is enabling others to adopt agile ways of working.” I like this definition because the outcome is observable; people are either working differently or they aren’t. This definition may seem simple enough, but it is important to clarify what the “coaching” part of agile coaching actually means, as well as what “agile” means in this context. We have sports coaches, life coaches, leadership coaches, and many other types of coaches, which creates confusion in the a

Consulting is a great practice for agile coaches Having worked as an agile coach collaborating with consultants and also having worked as a consultant collaborating with agile coaches I wanted to share some insights. I don’t know how many times I’ve heard someone complain… Agile coaches are “all care but no responsibility” source: anonymous delivery lead What this is implying is that coaches sit in the “cheap seats” providing opinion but have no accountability for delivering