14 Aug 2023
I strongly believe in a crucial tenet of coaching: the work needs to be done by the client. If the work is only performed by the coach, the results simply won’t be sustainable. It’s in the delicate balancing act between Agile coaching and Agile consulting that I find my rhythm. Here, several aspects of my role come into play:
If you’re curious about this approach, head over to the Agile Actually podcast where I discuss this with Martin Hinshelwood in our first episode: agileactually.com.
The critical question that keeps me up at night is: am I delivering the value I should be delivering?
If I feel I’m not providing enough value, I believe it’s both ethical and professional to leave the engagement. The rationale is simple: if the juice isn’t worth the squeeze, don’t squeeze. I constantly reflect on my contribution to the engagement. How am I helping to build a sustainable learning culture with my client? How am I alleviating some of the pressures and frictions they are currently experiencing, or those they faced at the start of the engagement?
It’s not enough to just ask these questions, however. The key to my peace of mind lies in concrete evidence of progress. Evidence-based management, a fantastic framework built by Ken Schwaber, is my go-to tool for this.
Evidence-based management is a framework that provides objective metrics to measure progress in four key value areas:
By using this approach, you shift the focus from qualitative analysis to quantitative and measure clear improvements in a tangible way.
For example, you can measure the number of features delivered per sprint or the number of bugs fixed per week. This helps you track progress and identify areas for improvement.
And so, what keeps me tossing and turning at night is the question of whether I’m delivering on the agreed outcomes that were shaped at the start of the engagement. The promises made at the outset set the standard for the entire engagement, and it’s my duty to uphold these.
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