Talking with people still remains the main tool for conveying a powerful message and listening to some real feedback. This group of activities is split in two audiences: project teams and management/executive teams.
- The role each individual is expected to perform
- Personal understanding and knowledge of Agile tools, methods and processes
- The value-adding activities as seen by people and the organisation
- Relationship with the organisation and management
- Definition of success
- Individual excellence and team performance
- Lean management practices
- Best management when doing Agile
- What to do and what not to do
- Servant leadership
- Team empowerment and self-organising
- Management by objectives
- Becoming value-driven rather than task-driven
- Delegating management and shifting to leadership
This is organised as one-on-one meetings or sometimes in small groups. Generally, we don’t restrict this to those we want coaching but we extend it to all those who need it. Past experiences have shown that in spite of it being a simple tool, coaching is highly efficient when thinking about making Agile work in an organisation.
Depending on the size of the company and number of people concerned, we normally dedicate a few days up to a few weeks for this. Quite often, we need to take some extra time here because organising multiple meetings with the same people has shown great results.