My colleague and friend Julee Everett is an incredible agile leader and coach. I met her quite a few years ago, and we’ve continued to stay in touch, influencing one another.

Recently, she wrote an article entitled— How We Built a Global Bad-Ass Coaching Community: 5 C’s to Drive Powerful Coaching Outcomes and Scale a Coach Community on Medium.

I just read it, and I think it’s a great case study into some of the critical steps in setting up an Agile Coaching Community of Practice, not in a theoretical or academic sense, but in a real-world sense.

You’ll notice that Julee references my Extraordinarily Badass Agile Coaching book and related work when you read it. While I appreciate the references, that’s not why I’m bringing it to your attention.

It’s because CoP’s are essential to bringing effective agile coaching in organizational contexts. The coaches are often loosely organized with little to no collaboration or support. Not only does that isolate the coaches, but it decreases their overall effectiveness as a team.

Julee’s hard-earned wisdom and advice show you how powerful a Community of Practice can truly be. And to entice you to read it, here are the 5 C’s—

Clarity
Cohesiveness
Competencies
Community
Consistency

Wrapping Up

One of the things I’ve been focusing on in my coaching practice is a new service offering in 2024 dedicated to helping organizational Agile Coaching Communities of Practice become more energized, effective, and impactful.

If you’re looking for a CoP organizational impact jolt, consider reaching out to explore what might be possible…

Stay agile, my friends,

Bob.

Three related posts –

And a reference to our CoP coaching service offering –

https://rgalen.com/agile-training-news/2024/1/18/agile-coaching-cop-partnership-program

Comment

The 2022 Agile Coaching Report sat in my inbox for almost two months until I finally reviewed it in detail a few days ago. Several areas were worthy of a deeper dive, but one particularly struck me. The report's preface reads: "Notably, coaches believe the biggest impact they are making is in shifting an organization towards an agile mindset and culture. Interestingly, they also find this to be the most challenging shift to make and one of the biggest impediments to agility if not achieved." This sentiment isn't surprising to most who have worked in an organization transforming toward more agility. It's an issue Agile Coaches, Scrum Masters, leaders, managers, and team members run into often.

It's not surprising this shift is difficult because a transformation of an individual's mindset requires an internal change in their value system, which is not only what they say they value but what they believe they value. Unfortunately, leaders, managers, and stakeholders often say they value the agile transformation or value delivering useful products or services to their customers but underpinning those statements is a desire for more money, more accolades, more acceptance, and more power. There's nothing inherently wrong with some of these underpinning values, but it's essential to understand the true driver of the desire to change. It's important because our job as coaches is to nudge them toward more agile ways of thinking. And to do that, we must understand where the individual's values are rooted.

Comment

Agile Training

How We Built a Global Bad-Ass Coaching Community

Wrapping Up

Agile Mindsets: The Biggest Impediment

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