A team can only perform as well as the environment that they’re in. As such, coaching of agile values can’t start and end with only the team(s) taking part. The line in the Agile Manifesto “Individuals and interactions over processes and tools” is often compressed down to “People over processes”, when it infact is much more about getting amazing people together, empowering them with the things that they need to be as amazing as possible, then giving them the flexibility and trust in them that amazing things will happen.
In new-to-agile and new-to-scaling businesses, it’s not always easy for the operation to just leave teams to work without telling them what to do. The way to combat this is to get in on the highest level and inform, from the board of directors, through to the teams and out to the supporting departments so that everyone, at a minimum, has an awareness of how these teams will be working and what they can do to give them the best opportunities for success.
Executive coaching is not about telling a team what they should be doing in order to scale. When done well, it’s about giving the teams the empowerment to think for themselves and the coaching aspect comes from identifying if they’re using the empowerment as best they can. Make teams aware of the support they have and the many forms it takes, baring in mind they’ll be unable to spend a resource if they’re unaware of it. Taking this one step further, teams should feel like they’re able to test that boundary. If they’re granted a hack day to try new things, are they identifying if one day is too much or too little?
Hopefully this short piece has helped, but if you’d like to talk further about any of the above then I’d love to hear from you.
*12th Annual State of Agile Report by Collabnet. ”Which of the following have been the most valuable in helping you scale agile practices? Check all that apply.” – Multi-choice answer section included an “other, please specify” field. https://explore.versionone.com/state-of-agile