ICP-CAT :
Coaching Agile Transformations
ICAgile
Coaching Agile
Transformations
WWW.COACH2REACH.COM
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THIS COURSE IS ACCREDITED BY
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LEADING CHANGE
Realize sustainable agility through cultural change,
not process change.
VALUE DELIVERY
Delight your target audience with effective highquality products and customer-centric outcomes.
ORGANIZATIONAL ENABLEMENT
Build adaptive capability across the organization
through dynamic structures and systems.
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Tracks in LEADING CHANGE
Agile Team Coaching
Agile Fundamentals
Agile Team Facilitation
Agile Coaching
Expert in Agile Coaching
Coaching Agile
Transformations
Expert in Enterprise
Coaching
People
Development
Expert in Agility
in Leadership
Enterprise Coaching
Business Agility
Foundations
Enterprise Agile
Coaching
Agility in Leadership
Business Agility
Foundations
Leading with
Agility
Additional Recommended Certifications
Systems Coaching
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Tracks in ORGANIZATIONAL ENABLEMENT
Agile HR
Business Agility
Foundations
Agility in HR
Adaptive Org Design
Agility in Finance
Lean Portfolio
Management
Agility in
Marketing
Adaptive
Strategy
Agile Finance
Business Agility
Foundations
Agile Marketing
Business Agility
Foundations
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Tracks in VALUE DELIVERY
Product Ownership
Agile Fundamentals
Agile Product Ownership
Enterprise Product
Ownership
Delivery Management
Agile Fundamentals
Agile Project and
Delivery Management
Delivery at
Scale
Agile
Programming
Agile Software
Design
Agile Engineering
Agile
Fundamentals
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Tracks in VALUE DELIVERY
Agile Testing
Agile Fundamentals
Agile Testing
Agile Test Automation
Foundations of
DevOps
Implementing
DevOps
Product
Management
Lean Portfolio
Management
DevOps
Agile Fundamentals
Product Strategy
Business Agility
Foundations
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Enterprise Agile Coaching
The Enterprise Coach has a holistic view of an organization and works across boundaries to accelerate the business agility
journey. They are uniquely positioned to partner with organizational leadership to co-create meaningful and sustained
change. Learning Outcomes in this Track emphasize assessing an organization's current design and structure, coaching
human-centered change, and achieving business agility through leadership and culture.
Business Agility Foundations
Enterprise Agile Coaching
Jumpstart the business agility journey with an agile mindset. Learn the
paradigm shifts necessary to enable organizational agility in today's innovative
business climate. This starting point is for professionals outside of the software
delivery space (e.g., HR, Finance, Marketing).
Coaching Agile Transformations
Expert in Enterprise Coaching
Learn strategies to coach leadership and culture effectively. Recognize the
organization's impediments to change and help catalyze agile transformations.
Business Agility Foundation
Develop enterprise coaching capabilities that enable business agility. Improve
business processes by understanding organization structure and design.
Enterprise Agile Coaching
Build proven competencies to become an effective Enterprise Coach.
Coaching Agile Transformations
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Expert in Enterprise Coaching
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Why Coach2Reach
Develop and help you by unlocking the untapped inner potential.
Great outcomes and measurable personal success.
Emerge as leader with high EQ.
Transform yourself into a new you.
Increase your value and the organization you work with.
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About Coach2Reach
1
An initiative by committed and motivated individuals
2
Make learning simple, real-time and in a collaborative
space
3
Enhanced techniques derived from brain-based
learning styles.
4
Designed to impart the knowledge and the wisdom to
apply them in real-world scenarios
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Outlive and succeed in the ever-challenging VUCA
world.
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Training Approach
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Instructor-led, blended learning, and private team training.
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Facilitate learning using TBR techniques
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Trainers highly qualified with skills and experience in the fields.
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Subject Matter Experts
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Our trainers are ICF and Scrum Alliance certified coaches
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Other Offerings
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Certification Criteria
1
All students to do any pre-requisite work or survey or
readings provided
2
All students to be present stay engaged and participating in
all the training
3
Students will receive an email containing instructions on how
to access your ICAgile.com profile.
4
Students to complete a brief post-class survey. Upon
completing the survey, you will become certified and receive
a copy of your certificate via email.
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Training Tools
MURAL
https://app.mural.co/
Zoom
https://zoom.us/
Mighty Network
https://coach2reach.mn.co/
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Roadmap:
1. EXPLORING LEADERSHIP AND CULTURE
1.1. Leadership Styles
and Organizational
Culture
1.1.1 Enterprise
Agile Coaching Skills
1.1.2 Leadership
Styles and
Development
1.2. Organizational
Culture and Alignment
2. CHANGE PROCESSES AND STRATEGIES
3. COACHING THROUGH CHANGE
2.1. Organization and
Human Change Processes
2.2 Agile Transition and
Transformation Change
Strategies
3.1 Coaching and
Advising Leaders
2.1.1 Business Case
for Change
2.2.1 Organizational
Assessments
3.1.1 Enterprise Agile
Coaching "Contract"
2.1.2 Human Change
Process
2.2.2 Strategy and
Contract for Change
3.1.2 Professional
Coaching
2.1.3 Organizational
Change Process
2.2.3 Organizational
Impediments to
Change
3.1.3 Trusted Advisor
2.1.4 Bringing an Agile
Mindset to Change
2.2.4 Communicating
at an Organizational
Level
3.1.4 Engaging
Leadership in
Conversation about
Culture
1.2.1 Organizational
Culture Models
1.2.2 Approaches to
Culture Assessment
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3.2 Self-Mastery,
Professional
Development and Ethics
3.2.1 Learning
Journeys and
Professional
Development
3.2.2 Personal and
Professional Mastery
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3.2.3 Ethical
Considerations of
Enterprise Agile
Coaching
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Index
Enterprise Agile Coaching Skills
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VUCA World
The United States Army War College was one of the first organizations to use the VUCA acronym, following the 9/11
terrorist attacks in 2001. Military planners were worried about the radically different and unfamiliar international
security environment that had emerged, so they used VUCA to describe it.
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VUCA
A VUCA environment can:
Destabilize people and make them anxious.
Volatile
Change is rapid and unpredictable in
its nature and extent.
Zap their motivation.
Thwart their career moves.
Uncertain
The present is unclear, and the future
is uncertain .
Complex
Many different, interconnected factors
come into play, with the potential to
cause chaos and confusion.
Make constant retraining and reshaping a necessity.
Take huge amounts of time and effort to fight.
Increase the chances of people making bad decisions.
Ambiguous
There is a lack of clarity or awareness
about situations.
Paralyze decision-making processes.
Jeopardize long-term projects, developments and innovations.
Overwhelm individuals and organizations.
Take its toll on internal culture.
"Bleed" inwards and create VUCA environments within organizations.
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Manage in a VUCA World
VUCA
Counter Volatility With Vision
Volatility
Vision
Meet Uncertainty With Understanding
Uncertainty
Understanding
Complexity
Clarity
Ambiguity
Agility
React to Complexity With Clarity
Fight Ambiguity With Agility
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Barriers to Managing in a VUCA World
• One of the biggest challenges of managing in a VUCA world
is team members who resist change. They may refuse to
accept that the world has evolved, want to stick with "tried and
tested" methods, or simply fail to see the full picture. They
might even be paralyzed by fear and fail to take action.
• The unpredictability of VUCA often renders traditional, topdown organizational structures obsolete, so avoid using an
inflexible, autocratic leadership style. In a VUCA world,
collaboration, participation, debate, and even dissent are
more important than obedience, command and groupthink –
they allow you to remain flexible and to take action quickly
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Business Qualities to thrive in a VUCA world
Broaden Your Customer
Base
Embrace Change
Observe Industry Trends
Be flexible in your approach
and open-minded to entirely
new alternatives to your
product or service.
Stay ahead of the curve by
leveraging industry
research and by keeping a
close eye on your
competition.
Tap into niche markets by
expanding your offerings to
customers with needs that
have been overlooked.
Hire an industry outsider
that can identify new ways
of tackling problems.
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Seek A New Perspective
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Business Qualities to thrive in a VUCA world
Act Quickly
Don't Be Afraid To Selfdisrupt
Rethink Your Value
Proposition
Listen To Your Customer
Be a first-mover by putting
new ideas into practice
instead of waiting for
evidence of another
company's success.
Protect against disruption
by reinventing your
business, even if it means
tossing your current
business model.
Make your product or
service more appealing by
making it cheaper, simpler,
or more accessible.
Keep up with shifting
demands by taking
consumer feedback
seriously.
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Examples
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Enterprise Agility
Enterprise agility is the timely realization of business
value predictably, sustainably and with high quality. It is
the ability of an organization to rapidly adapt to market
and environmental changes in productive and costeffective ways. Sometimes referred to as business
agility or organizational agility
Your goal is to bring agility across the organization;
from IT, Finance, HR, Marketing, Sales, and
Operations.
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Enterprise Dimensions
Technology
Org Design
Culture
Leadership
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People
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Enterprise Business Agility Model
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Levels of Agile Coaching
- Leaders
- Organisation
- Structure
- Culture
- Teams
- In between Teams
- Middle Management
Team(s)
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Enterprise
Agile Coach
Agile Coach
Team Coach
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What is Enterprise Agile Coaching ?
1
Enterprise Agile Coaching (EAC) is a field that has
emerged as Agile implementations have expanded
beyond the individual team level to include all manner
of organizational challenges.
2
EAC is set of skills which enable practitioners to
catalyze the adaptation and transformation of
organizational agility in alignment with the
organization’s vision, goals and needs in a turbulent
and complex world (VUCA – Volatile, Uncertain,
Complex and Ambiguous).
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What is Enterprise Agile Coaching ?
Working with organizational structures and culture
Developing leaders
Building a strong team culture
Growing technical practices
Change Management
Complex adaptive systems
Leadership Agility
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Agile Coaching Competencies
by Lyssa Adkins and Michael Spayd
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Agile Team Coaching Competencies
Coaching
Teaching
Mentoring
Transformational
Facilitating
Business
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Technical
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Enterprise Coaching Competencies
Executive Coaching
Change Management
Management Consulting
Agile Culture Design
Organizational Design
Leadership Development
at all levels
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Scaling Agility
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Management Consulting
Management consulting is the practice of
providing consulting services to organizations
to improve their performance or in any way to
assist in achieving organizational objectives.
Organizations may draw upon the services of
management consultants for a number of reasons,
including gaining external advice and accessing
consultants' specialized expertise regarding
concerns that call for additional oversight
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Management Consulting Techniques
Bottom-up
approach
Top-down approach
Backward logic /
reasoning
Issue tree
Low hanging fruits
KPIs and business
drivers
Benchmarks
80/20 rule
Rankings
Scenario Analysis
Decision Tree
Analysis
Theory of
constraints and
bottlenecks
Simulations
Feasibility Analysis
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Techniques - Value Stream Mapping
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Business Consulting
Business consulting includes helping to identify,
address, and overcome obstacles to meeting a
company’s goals. A business consultant is an
individual who works closely with business owners
and managers to improve operations
and efficiency
•
Identify obstacles that are preventing growth or efficiency
•
Determine what changes need to be made and help implement changes
•
Provide any necessary training and resources to staff and management
•
Bring out-of-the-box ideas to refresh a business
•
Assist in business planning and creating new businesses
•
Assess, hire, and fire staff, if necessary
•
Implement new programs
•
Analyze a company’s budget, suggest adjustments, and help put those
adjustments in place
•
Locate providers and partners to help meet goals
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Organizational Structures
The organizational structure also determines
the flow of information between divisions
within the corporation. A centralized structure,
for example, makes choices from the topdown, whereas a decentralized structure
distributes decision-making power throughout
the organization.
A system that outlines how
specific activities are handled to
fulfill a strategic mission is known
as an organizational structure.
Rules, roles, and obligations are
all part of these activities.
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Types of Organizational Structures
1. Hierarchical Structure
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Types of Organizational Structures
2. Functional Structure
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Types of Organizational Structures
3. Horizontal or Flat Structure
CEO
Medical
Devices
Consumer
Products
Baby Care
Diabetic
Drugs
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Nutritional
Supplements
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Types of Organizational Structures
4. Divisional Structures (market-based, product-based, geographic)
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Types of Organizational Structures
5. Matrix Structure
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Types of Organizational Structures
6. Team-based Structure
7. Network Structure
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Organizational Culture
Organizational culture is generally understood as all of a
company's beliefs, values and attitudes, and how
these influence the behavior of its employees.
Culture affects how people experience an organization
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Change Management
01
1.
Change management (sometimes abbreviated as CM) is a collective term
for all approaches to prepare, support, and help individuals, teams, and
organizations in making organizational change. It includes methods that
redirect or redefine the use of resources, business process, budget
allocations, or other modes of operation that significantly change a company
or organization.
02
1.
Organizational change management (OCM) considers the full organization
and what needs to change, while change management may be used solely
to refer to how people and teams are affected by such organizational
transition. It deals with many different disciplines, from behavioral and social
sciences to information technology and business solutions.
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Change Management Frameworks
Kotter 8-Step Process for Leading Change
Create → Build → Form → Enlist → Enable → Generate → Sustain → Institute
McKinsey & Company’s 7-S Framework
Style, Skills, Systems, Structure, Staff, and Strategies = Shared Values & Goals
Kurt Lewin’s Change Model
Unfreeze → Change → Refreeze
ADKAR Model
Awareness → Desire → Knowledge → Ability → Reinforcement
The Kübler-Ross Model
Shock → Anger → Bargaining → Depression → Acceptance
Satir Change Management Model
Late Status Quo → Resistance → Chaos → Integration → New Status Quo
William Bridges’ Transition Model
Ending → Neutral Zone → New Beginnings
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Program Management
Program management is the process of managing
several related projects, often with the intention of
improving an organization's performance.
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Skills and Capabilities
Expertise
Experience
• Various Agile, Scrum, Kanban
& Scaling frameworks
• Management Consulting
• Various Agile Roles
• Technical Domain
• Professional Coaching
• Organizational Change
Management
• Agile Tools and Techniques
• Transformation experience
Skills
Traits
• Excellent Listening &
communication
• Agile Mindset – Values and
Principles
• Strong Facilitation skills
• Emotional intelligence
• Systems & Design thinking
• Results driven self starter /
ability to lead in ambiguity
• Conflict management &
Situational leadership
• Lifelong learner- experiments
& curiosity
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Roadmap:
1. EXPLORING LEADERSHIP AND CULTURE
1.1. Leadership Styles
and Organizational
Culture
1.1.1 Enterprise
Agile Coaching Skills
1.1.2 Leadership
Styles and
Development
1.2. Organizational
Culture and Alignment
2. CHANGE PROCESSES AND STRATEGIES
3. COACHING THROUGH CHANGE
2.1. Organization and
Human Change Processes
2.2 Agile Transition and
Transformation Change
Strategies
3.1 Coaching and
Advising Leaders
2.1.1 Business Case
for Change
2.2.1 Organizational
Assessments
3.1.1 Enterprise Agile
Coaching "Contract"
2.1.2 Human Change
Process
2.2.2 Strategy and
Contract for Change
3.1.2 Professional
Coaching
2.1.3 Organizational
Change Process
2.2.3 Organizational
Impediments to
Change
3.1.3 Trusted Advisor
2.1.4 Bringing an Agile
Mindset to Change
2.2.4 Communicating
at an Organizational
Level
3.1.4 Engaging
Leadership in
Conversation about
Culture
1.2.1 Organizational
Culture Models
1.2.2 Approaches to
Culture Assessment
© 2024 Coach2Reach | Confidential
3.2 Self-Mastery,
Professional
Development and Ethics
3.2.1 Learning
Journeys and
Professional
Development
3.2.2 Personal and
Professional Mastery
3.2.3 Ethical
Considerations of
Enterprise Agile
Coaching
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Index
Personal and Professional
Mastery
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Emotional Intelligence
•
Emotional intelligence is our ability to recognize and
understand emotions in yourself and others and your
ability to use this awareness to manage your
behaviors and relationship.
•
It can be developed even if you are not born with it.
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4S Model
Self Awareness
Social Awareness
The ability to recognise and understand your
moods, and emotions, and drives, as well as their
effect on others
The ability to understand the emotional makeup of
other people, skill in treating people according to
their emotional reactions (empathy)
Emotional
Intelligence
Self Management
Social Skills
the ability to control or redirect disruptive
impulses and moods, the propensity to suspend
judgement – to think before acting
Proficiency in managing relationship and building
networks, an ability to find common ground and
build rapport
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Social Intelligence
•
Social intelligence “…develops from experience with
people and learning from success and failures in
social settings.
•
It is more commonly referred to as “tact,” “common
sense,” or “street smarts.”
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Competencies
Self
Awareness
Emotional
Self
Awareness
Self
Management
Social
Awareness
Relationship
Management
Emotional
Self
Control
Adaptabilit
y
Empathy
Influence
Coach and
Mentor
Achieveme
nt
Orientation
Positive
Outlook
Organizatio
nal
Conflict
Manageme
nt
Teamwork
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Self-Awareness Strategies
Quit Treating Your Feelings as Good or Bad
Don’t Be Fooled by a Bad Mood
Observe the Ripple Effect from Your Emotions
Don’t Be Fooled by a Good Mood, either
Lean into Your Discomfort
Stop and Ask Yourself Why You Do the Things You Do
Feel Your Emotions Physically
Visit Your Values
Know Who and What Pushes Your Buttons
Check Yourself
Watch Yourself Like a Hawk
Spot Your Emotions in Book, Movies, and Music
Keep a Journal about Your Emotions
Seek Feedback
Get to Know Yourself under Stress
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Self-Management Strategies
Breathe right
Take control of your self-talk
Create an emotion vs. Reason list
Visualize yourself succeeding
Make your goals public
Clean up your sleep hygiene
Count to ten
Focus your attention on your freedoms, rather than your
limitations
Sleep on it
Stay synchronized
Talk to a skilled self-manager
Learn a valuable lesson from everyone you encounter
Smile and laugh more
Put a mental recharge into your schedule
Set aside some time in your day for problem solving
Accept that change is just around the corner
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EAC Self Assessment
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Enterprise Agile Coaching Skills – ICP CAT
Developing Leaders
Professional
Coaching
Organizational
Culture
Change Management
© 2024 Coach2Reach | Confidential
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Roadmap:
1. EXPLORING LEADERSHIP AND CULTURE
1.1. Leadership Styles
and Organizational
Culture
1.1.1 Enterprise
Agile Coaching Skills
1.1.2 Leadership
Styles and
Development
1.2. Organizational
Culture and Alignment
2. CHANGE PROCESSES AND STRATEGIES
3. COACHING THROUGH CHANGE
2.1. Organization and
Human Change Processes
2.2 Agile Transition and
Transformation Change
Strategies
3.1 Coaching and
Advising Leaders
2.1.1 Business Case
for Change
2.2.1 Organizational
Assessments
3.1.1 Enterprise Agile
Coaching "Contract"
2.1.2 Human Change
Process
2.2.2 Strategy and
Contract for Change
3.1.2 Professional
Coaching
2.1.3 Organizational
Change Process
2.2.3 Organizational
Impediments to
Change
3.1.3 Trusted Advisor
2.1.4 Bringing an Agile
Mindset to Change
2.2.4 Communicating
at an Organizational
Level
3.1.4 Engaging
Leadership in
Conversation about
Culture
1.2.1 Organizational
Culture Models
1.2.2 Approaches to
Culture Assessment
© 2024 Coach2Reach | Confidential
3.2 Self-Mastery,
Professional
Development and Ethics
3.2.1 Learning
Journeys and
Professional
Development
3.2.2 Personal and
Professional Mastery
3.2.3 Ethical
Considerations of
Enterprise Agile
Coaching
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30
Index
Ethical Considerations of
Enterprise Agile Coaching
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Ethical Considerations
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At its simplest, ethics is a system of moral principles. They
affect how people make decisions and lead their lives.
Ethics is concerned with what is good for individuals and
society and is also described as moral philosophy.
bbc.co.uk/ethics/introduction/intro_1.shtml
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Ethical Considerations
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Leadership Circle Self-Assessment Tool
Exercise-Complete Self-Assessment
https://leadershipcircle.com/free-self-assessment/
© 2024 Coach2Reach | Confidential
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Roadmap:
1. EXPLORING LEADERSHIP AND CULTURE
1.1. Leadership Styles
and Organizational
Culture
1.1.1 Enterprise
Agile Coaching Skills
1.1.2 Leadership
Styles and
Development
1.2. Organizational
Culture and Alignment
2. CHANGE PROCESSES AND STRATEGIES
3. COACHING THROUGH CHANGE
2.1. Organization and
Human Change Processes
2.2 Agile Transition and
Transformation Change
Strategies
3.1 Coaching and
Advising Leaders
2.1.1 Business Case
for Change
2.2.1 Organizational
Assessments
3.1.1 Enterprise Agile
Coaching "Contract"
2.1.2 Human Change
Process
2.2.2 Strategy and
Contract for Change
3.1.2 Professional
Coaching
2.1.3 Organizational
Change Process
2.2.3 Organizational
Impediments to
Change
3.1.3 Trusted Advisor
2.1.4 Bringing an Agile
Mindset to Change
2.2.4 Communicating
at an Organizational
Level
3.1.4 Engaging
Leadership in
Conversation about
Culture
1.2.1 Organizational
Culture Models
1.2.2 Approaches to
Culture Assessment
3.2 Self-Mastery,
Professional
Development and Ethics
3.2.1 Learning
Journeys and
Professional
Development
3.2.2 Personal and
Professional Mastery
3.2.3 Ethical
Considerations of
Enterprise Agile
Coaching
1
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Index
Leadership Styles and Development
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Qualities of a Great Leader
1. Vision
Perhaps the greatest quality any leader can have is vision - the ability to see the
big picture of where the organization or team they are working within is headed,
what it's capable of, and what it will take to get there.
2. Inspiration
Equally as important as having a vision is the ability to convey that vision to others
and get them excited about it. This means maintaining a positive yet realistic
presence within the organization helping team members stay motivated and
engaged, and remember what it is that they are working for.
3. Strategic & Critical Thinking
A good leader will be able to think critically about the organization or team they
work within, and develop a clear understanding of its strengths, weaknesses,
opportunities, and threats (and how they as an individual can work to support or
overcome these). They'll be able to course-correct when necessary, and be able to
assess the work they do to determine how it fits into overall organizational strategy
and goals.
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Qualities of a Great Leader
4. Interpersonal Communication
Good leaders must be able to interact with other people in a way that
feels genuine. This does not mean you have to be an extrovert or a
people-person to be a leader - there are many excellent leaders who
self-identify as introverts! Rather, it means being able to demonstrate
empathy, engaging in active listening, and building meaningful working
relationships with those around you, whether they are a peer or a
direct report.
5. Authenticity & Self-Awareness
One of the key ways to become a great leader is to be self-aware
enough to understand your strengths and your flaws, and to build an
authentic leadership style that's true to who you are and how you do
your best work. You want to be the best possible leader you can be,
not try to fit into a mold set by someone else. Try to embrace the things
that make you who you are, and that will naturally translate into you
developing an authentic leadership style.
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Qualities of a Great Leader
6. Open-Mindedness & Creativity
Being a good leader means being open to new ideas, possibilities, and
perspectives, and understanding that there's no "right" way to do
things. Leadership involves the knowledge that success comes with a
willingness to change how things are done and to bring in fresh eyes to
inspire new ideas, in addition to trying to think outside the box as much
as possible. Leaders must be able to listen, observe, and be willing to
change course when necessary.
7. Flexibility
Leadership also means being adaptable and nimble when the situation
calls for it. Nothing ever goes according to plan - whether you
encounter minor roadblocks or large obstacles, you will need to be
prepared to stop, reassess, and determine a new course of action.
Good leaders will embrace the ever-changing nature of business and
meet challenges with a flexible attitude - and be able to build inspire
that same willingness to adapt in those around them.
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Qualities of a Great Leader
8. Responsibility & Dependability
One of the most important qualities a leader can have is a sense of
responsibility and dependability. This means displaying those traits in
your individual work, but also demonstrating them in your interactions
with others. Your team members need to know that they can depend
on you to take on your fair share of work and follow through, support
them through tough times, and help them meet both shared and
individual goals.
9. Patience & Tenacity
A good leader knows how to take the long view, whether it's of a
strategy, a situation, or a goal. Being able to take on any bumps in the
road and persist on without getting frustrated or defeated is key—from
small projects to corporate vision, patience is a trait that is essential to
strong leadership.
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Qualities of a Great Leader
10. Continuous Improvement
True leaders know that perfection is a myth - there is always room for
improvement on all levels, from the personal to the team to the overall
organization. They'll always be willing to help team members find ways
to develop new skills or improve upon a weakness, be able to identify
and implement strategies for helping the organization as a whole grow,
and, perhaps most importantly, be able to look inward and identify the
areas they would like to work on - and then act on them.
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Leadership Styles
• Leadership styles refer to the behavioral
approach employed by leaders to influence,
motivate, and direct their followers. A leadership
style determines how leaders implement plans
and strategies to accomplish given objectives
while accounting for stakeholder expectations
and the wellbeing and soundness of their team.
• Leadership styles have been studied in various
fora to establish the appropriate or most effective
leadership style that motivates and influences
others to accomplish set goals. The major tenet
of effective leadership style is the degree to
which it builds follower trust.
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Common Leadership Styles
37
Common Leadership Styles
1. Democratic Leadership
• Makes decisions based on input from team
• Collaborative and consultative
2. Autocratic Leadership
• Makes all decisions without taking any inputs
• Have absolute power and dictate all tasks
3. Laissez-Faire Leadership
• Hands-off or passive approach to leadership
• Provide team with necessary information & resources to carry out their tasks
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Common Leadership Styles
4. Transformational Leadership
• Transforming by inspiring team to keep increasing their bar and achieve what they never
thought they were capable of
5. Transactional Leadership
• More short-term; “give and take” kind of transaction
6. Bureaucratic Leadership
• “Go by the book” type of leadership.
• Processes and regulations are followed according to policy with no room for flexibility
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Common Leadership Styles
7. Servant Leadership
•
Strives to serve the needs of their team above their own.
•
Tries to find ways to develop, elevate and inspire people to achieve the best results
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Other Leadership Styles
1. Coach-style Leadership
•
Identifying and nurturing individual strengths and formulating strategies for the team to
blend and work well together
2. Charismatic Leadership
•
Employs charisma to motivate and inspire followers; unite a team towards a shared
vision.
•
Can see themselves as bigger than the team and lose track of the important tasks
3. Strategic Leadership
•
Leads the company’s main operations and coordinates its growth opportunities
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Leadership Assessment Tools
SurveySparrow
DISC
LMAP 360
Gallups Strengths Finder
Saville Assessment
Enneagram
USC’s Leadership Style Self-Assessment
The IHHP Emotional Intelligence (EQ)
MindTools Leadership Skills Assessment
Leadership Circle
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Leadership Circle Profile for Coaching
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Leadership Circle Profile
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Circle within a Circle
The outer circle displays the results for each of the 29
dimensions measured by the LCP.
The inner circle dimensions summarize the outer circle
dimensions into 8 summary scores.
Dimension definitions can be found on the following
pages. The location of dimensions within the circle
illustrates the relationship between dimensions.
Circle Within a circle
Adjacent dimensions describe similar behavior patterns
that are positively correlated. Dimensions on opposite
sides of the circle are opposing behavior patterns and
are inversely correlated.
The inner circle profiles a percentile
summary score for all dimensions in that
section of the outer circle.
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Percentile Scores
1
All scores are displayed as percentile scores compared to an
ever-growing norm base.
2
High scores are beyond the 67th percentile.
3
Low scores are below the 33rd percentile.
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Relationship-task Balance
1
Relationship-Task Balance measures the degree of
balance a leader shows between the Achieving and
Relating competencies.
2
It is a measure of the over, under or balanced
development of either half of the equation (the people
half or the task half) that makes for great leadership.
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Leadership Potential Utilization
• Leadership Potential Utilization is a bottom-line
measure that compares the overall score of the
dimensions measured to that of other leaders
who have taken this survey.
• It sorts through all the high and low scores to
answer the question, “So, in the end, how
am I doing?”
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Leadership Effectiveness
Leadership Effectiveness measures the leader’s
perceived level of overall effectiveness.
Research has shown it to be significantly
correlated to business outcomes.
It gives the leader an overall measure of how all
of the above is translating into perceived
effectiveness.
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Creative Leadership Competencies
Relating
Self-awareness
• The top half of the circle maps Creative
Competencies that contribute to a leader’s
effectiveness.
Authenticity
Systems awareness
• They measure key leadership behaviors
and internal assumptions that lead to high
fulfillment, high achievement leadership
Achieving
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Relating
RELATING summary dimension measures the leader’s capability to relate to
others in a way that brings out the best in people, groups and organizations.
1
Caring Connection measures the leader’s interest in and ability to form warm,
caring relationships.
2
Fosters Team Play measures the leader’s ability to foster high-performance
teamwork among team members who report to him/her, across the organization,
and within teams in which he/she participates
3
Collaborator measures the extent to which the leader engages others in a manner
that allows the parties involved to discover common ground
4
Mentoring & Developing measures the leader’s ability to develop others through
mentoring and maintaining growth-enhancing relationships
5
Interpersonal Intelligence measures the interpersonal effectiveness with which
the leader listens, engages in conflict and controversy, deals with the feelings of
others, and manages his/her own feelings
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Self-Awareness
Self-Awareness summary dimension measures the leader’s orientation to ongoing
professional and personal development, as well as the degree to which inner
self-awareness is expressed through high integrity leadership.
1
Selfless Leader measures the extent to which the leader pursues service over selfinterest, where the need for credit and personal ambition is far less important than
creating results that serve a common good.
2
Balance measures the leader’s ability to keep a healthy balance between business
and family, activity and reflection, work and leisure—the tendency to be selfrenewing, and handle the stress of life without losing the self.
3
Composure measures the leader’s ability, amid conflict and high-tension situations,
to remain composed and centered, and to maintain a calm, focused perspective.
4
Personal Learner measures the degree to which the leader demonstrates a strong
and active interest in learning and personal and professional growth. It measures
the extent to which he/she actively and reflectively pursues growing in selfawareness, wisdom, knowledge, and insight.
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Authenticity
Authenticity summary dimension measures the leader’s capability to relate to
others in an authentic, courageous and high integrity manner.
1
Integrity measures how well the leader adheres to the set of values
and principles that he/she espouses; that is, how well he/she can be
trusted to “walk the talk.”
2
Courageous Authenticity measures the leader’s willingness to take
tough stands, bring up the “undiscussables” (risky issues the group
avoids discussing), and openly deal with difficult relationship problems.
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Systems Awareness
Systems Awareness summary dimension measures the degree to which the
leader’s awareness is focused on whole system improvement, productivity,
and community welfare.
1
Community Concern measures the service orientation from which the
leader leads. It measures the extent to which he/she links his/her legacy to
service of community and global welfare.
2
Sustainable Productivity measures the leader’s ability to achieve results in
a way that maintains or enhances the overall long-term effectiveness of the
organization. It measures how well he/she balances human/technical
resources to sustain long-term high performance.
3
Systems Thinker measures the degree to which the leader thinks and acts
from a whole system perspective as well as the extent to which he/she
makes decisions in light of the long-term health of the whole system.
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Achieving
Achieving summary dimension measures the extent to which the leader offers
visionary, authentic, and high achievement leadership.
1
Strategic Focus measures the extent to which the leader thinks and
plans rigorously and strategically to ensure that the organization will
thrive in the near and long-term.
2
Purposeful & Visionary measures the extent to which the leader
clearly communicates and models commitment to personal purpose
and vision
3
Achieves Results measures the degree to which the leader is goal
directed and has a track record of goal achievement and high
performance.
4
Decisiveness measures the leader’s ability to make decisions on time,
and the extent to which he/she is comfortable moving forward in
uncertainty.
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Reactive Leadership Competencies
Complying
• The lower half of the circle maps self-limiting
Reactive Tendencies and leadership behaviors.
Protecting
Controlling
• The Reactive dimensions reflect inner beliefs
and assumptions that limit effectiveness,
authentic expression, and empowering leaders
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Complying
Complying summary dimension measures the extent to which a leader gets a sense of selfworth and security by complying with the expectations of others rather than acting on what he/
she intends and wants.
1
Conservative measures the extent to which the leader thinks and acts conservatively,
follows procedure, and lives within the prescribed rules of the organization with which
he/she is associated.
2
Pleasing measures the leader’s need to seek others’ support and approval in order to
feel secure and worthwhile as a person. People with strong needs for approval tend to
base their degree of self-worth on their ability to gain others’ favor and confirmation.
3
Belonging measures, the leader’s need to conform, follow the rules, and meet the
expectations of those in authority. It measures the extent to which he/ she goes along
to get along, thereby compressing the full extent of his/her creative power into culturally
acceptable boxes.
4
Passive measures the degree to which the leader gives away his/her power to others
and to circumstances outside his/her control. It is a measure of the extent to which
he/she believes that he/she is not the creator of his/her life experience, that his/her
efforts do not make much difference, and that he/she lacks the power to create the
future he/ she wants.
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Protecting
Protecting summary dimension measures the belief that the leader can protect
himself/herself and establish a sense of worth through withdrawal, remaining
distant, hidden, aloof, cynical, superior, and/or rational.
1
Arrogance measures the leader’s tendency to project a large ego
behavior that is experienced as superior, egotistical, and self-centered.
2
Critical is a measure of the leader’s tendency to take a critical,
questioning, and somewhat cynical attitude.
3
Distance is a measure of the leader’s tendency to establish a sense of
personal worth and security through withdrawal, being superior and
remaining aloof, emotionally distant, and above it all.
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Controlling
Controlling summary dimension measures the extent to which the leader establishes
a sense of personal worth through task accomplishment and personal achievement.
1
Perfect is a measure of the leader’s need to attain flawless results and perform to
extremely high standards in order to feel secure and worthwhile as a person. Worth and
security is equated with being perfect, performing constantly at heroic levels, and
succeeding beyond all expectations.
2
Driven is a measure of the extent to which the leader is in overdrive. It is a measure of
his/her belief that worth, and security are tied to accomplishing a great deal through hard
work. It measures his/her need to perform at a very high level in order to feel worthwhile as
a person. A good work ethic is a strength of this style, provided that the leader keeps things
in balance and is able to balance helping others achieve with his/her own achievement.
3
Ambition measures the extent to which the leader needs to get ahead, move up in the
organization, and be better than others. Ambition is a powerful motivator. This scale
assesses if that motivation is positive, furthering progress—or negative, overly selfcentered and competitive.
4
Autocratic measures the leader’s tendency to be forceful, aggressive, and controlling. It
measures the extent to which he/she equates self-worth and security to being powerful, in
control, strong, dominant, invulnerable, or on top. Worth is measured through comparison,
that is, having more income, achieving a higher position, being seen as a most/more
valuable contributor, gaining credit, or being promoted.
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Roadmap:
1. EXPLORING LEADERSHIP AND CULTURE
1.1. Leadership Styles
and Organizational
Culture
1.1.1 Enterprise
Agile Coaching Skills
1.1.2 Leadership
Styles and
Development
1.2. Organizational
Culture and Alignment
2. CHANGE PROCESSES AND STRATEGIES
3. COACHING THROUGH CHANGE
2.1. Organization and
Human Change Processes
2.2 Agile Transition and
Transformation Change
Strategies
3.1 Coaching and
Advising Leaders
3.2 Self-Mastery,
Professional
Development and Ethics
2.1.1 Business Case
for Change
2.2.1 Organizational
Assessments
3.1.1 Enterprise Agile
Coaching "Contract"
3.2.1 Learning
Journeys and
Professional
Development
2.1.2 Human Change
Process
2.2.2 Strategy and
Contract for Change
3.1.2 Professional
Coaching
2.1.3 Organizational
Change Process
2.2.3 Organizational
Impediments to
Change
3.1.3 Trusted Advisor
2.1.4 Bringing an Agile
Mindset to Change
2.2.4 Communicating
at an Organizational
Level
3.1.4 Engaging
Leadership in
Conversation about
Culture
1.2.1 Organizational
Culture Models
1.2.2 Approaches to
Culture Assessment
3.2.2 Personal and
Professional Mastery
3.2.3 Ethical
Considerations of
Enterprise Agile
Coaching
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Index
Enterprise Agile Coaching
“Contract”
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What should be in my enterprise Agile coaching contracts?
Context
The context section should describe why you’re there. For example, has there
been a dip in performance? Has the team just formed and needs to become
productive quickly? Is there a level of complexity such as multi-team
dependencies that requires expert guidance?
Expected
Outcomes
The expected outcomes tile should define “done”. In an ongoing relationship
with a client, there may be many iterations of the contract as you uncover new
issues and opportunities.
Roles &
Responsibilities
Once you know why you’re there and what done looks like, you can assign
who is accountable for what. You will mainly need to explain the boundaries of
your assignment in the context of the stances of an agile coach.
Focus Areas
Every engagement starts with a hypothesis or hypotheses. What’s yours?
Where will you start, and how will you uncover the real issues, knowing that
the context only describes what the sponsor of your engagement sees, not the
real problems.
Who will be
Coached?
Coaching requires consent, but it also requires buy-in. For example, if my
manager tells me I need a coach, I might feel forced to consent, but that
doesn’t mean I will participate or divulge any helpful information.
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What should be in my enterprise Agile coaching contracts?
Working Agreements
Finally, it’s essential to agree on how you engage:
Who accepts that you are done?
Who decides that the context is no longer valid or needs updating?
Whose budget will your fee come from, and who approves the expenditure?
Who referees in the case of a dispute on approach?
Where do the boundaries lie between advising, coaching and telling?
Are you expected to engage face to face or remotely?
How do you invoice, and when will this be paid?
How do you resolve misalignments in your scope, purpose or engagement?
Who measures your performance?
What should happen if any illegal or non-compliant activity is uncovered, or
ethical issues arise?
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Examples of obstacles that can be overcome/prevented
Leadership not available to be coached
Agile transformation runs like a waterfall project by a
Program Manager
EAC has given delivery responsibilities
No common understanding of the transformation
success criteria between the client and EAC
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Roadmap:
1. EXPLORING LEADERSHIP AND CULTURE
1.1. Leadership Styles
and Organizational
Culture
1.1.1 Enterprise
Agile Coaching Skills
1.1.2 Leadership
Styles and
Development
1.2. Organizational
Culture and Alignment
2. CHANGE PROCESSES AND STRATEGIES
3. COACHING THROUGH CHANGE
2.1. Organization and
Human Change Processes
2.2 Agile Transition and
Transformation Change
Strategies
3.1 Coaching and
Advising Leaders
2.1.1 Business Case
for Change
2.2.1 Organizational
Assessments
3.1.1 Enterprise Agile
Coaching "Contract"
2.1.2 Human Change
Process
2.2.2 Strategy and
Contract for Change
3.1.2 Professional
Coaching
2.1.3 Organizational
Change Process
2.2.3 Organizational
Impediments to
Change
3.1.3 Trusted Advisor
2.1.4 Bringing an Agile
Mindset to Change
2.2.4 Communicating
at an Organizational
Level
3.1.4 Engaging
Leadership in
Conversation about
Culture
1.2.1 Organizational
Culture Models
1.2.2 Approaches to
Culture Assessment
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3.2 Self-Mastery,
Professional
Development and Ethics
3.2.1 Learning
Journeys and
Professional
Development
3.2.2 Personal and
Professional Mastery
3.2.3 Ethical
Considerations of
Enterprise Agile
Coaching
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Index
Professional Coaching
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What is Coaching?
Coaching is partnering with clients in a thought-provoking
and creative process that inspires them to maximize their
personal and professional potential.
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ICF Coaching Competencies
Setting the Foundation
•
•
Co-Creating the Relationship
Meeting Ethical Guidelines & Professional
Standards
Establishing the Coaching Agreement
•
Establishing Trust & Intimacy with the Client
•
Coaching Presence
Communicating Effectively
•
Active Listening
•
Powerful Questioning
•
Direct Communication
Facilitating Learning and Results
•
Creating Awareness
•
Designing Actions
•
Planning & Goal Setting
•
Managing Progress & Accountability
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Coaching Skills
Coaching Presence
Creating Space
Curiosity
Holding Client’s Agenda
Designed Alliance
Active Listening
Giving Feedback
Powerful Questions
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Coaching Presence
• A way of being with clients (mindful, empathetic, warm, calm, zestful, fun, and
courageous) that facilitates growth and change through connection.
• A way of being in the world that includes qualities that can be chosen, valued, and
strengthened in the course of a coach’s professional development.
Is present and flexible during the coaching process, dancing in the moment
Accesses own intuition and trusts one’s inner knowing – “goes with the gut”
Is open to not knowing and takes risks
Sees many ways to work with the client, and chooses in the moment what is most effective
Uses humor effectively to create lightness and energy
Confidently shifts perspectives and experiments with new possibilities for own action
Demonstrates confidence in working with strong emotions, and can self manage and not
be overpowered by or enmeshed in clients’ emotions
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Creating Space
The space that is created for coaching needs to be safe.
The space must also be filled with courage.
Clients need to know that what is said in their coaching calls will
be held confidential.
Telling the truth is another of those fundamental ground rules of
coaching; it is essential to building trust and building a relationship
strong enough to do the necessary life changing work.
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Designed Alliance
Client and coach design the container so that it is
customized to meet the specific needs of this client.
Design of the coaching alliance happens in the initial
discovery Session between coach and client
First session coach and client openly discuss the strategies
that will make the relationship as effective as possible for
this client, addressing the question, “How do you want
to be coached?”
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Holding Client’s Agenda
When a coach holds the client’s agenda, the coach lets go
of their own opinions, judgments and answers in support of
facilitating the client’s fulfillment, balance and process.
The coach follows the client’s lead without knowing the
RIGHT answer, without giving solutions or telling the client
what to do.
Holding the client’s agenda requires the coach to put their
whole attention on the client and the client’s agenda, not the
coach’s agenda for the client
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Curiosity
Clients are creative and resourceful, and they have
the answers.
Be curious and ask questions.
Questions coaches ask are provocative, openended, inviting
No leading questions
Curiosity tends to lower the risk and eliminate the
stifling quality of potential judgment
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Active Listening
56
Giving and Receiving Feedback
Giving Feedback
Shift your focus from Level 1 (client) to Levels 2 and 3 (coach/colleague)
to give effective feedback.
Name specific behaviors directly connected to the skills we are
practicing. Be direct and straightforward rather than nice.
Name both something that is working and something that will expand the
coach’s skills.
Look to see what feedback would contribute to the coach’s leading, and
frame it in a way that lands with the receiver.
Receiver
Say “thank you”. Use what is helpful to you. Remember that this is just
feedback, not absolute truth.
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Powerful Questions
Powerful questions are provocative queries that put a halt
to evasion and confusion.
By asking the powerful question, the coach invites the
client to clarity, action, and discovery at a whole new level.
As you can see from the following examples, these
generally are open-ended questions that create greater
possibility for expanded learning and fresh perspective.
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Grow Model
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Smart Objectives
58
The Co-active Model
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Four Cornerstones
1. People are naturally creative, resourceful and whole.
• Nothing is broken or needs fixing.
• People have a natural ability to resolve the challenges they face.
2. Dance in this moment.
• It is most creative to work with what arises in the moment rather than from a fixed and rigid plan.
• Relationship is fluid give and take.
• Everything that happens is an opportunity for learning and movement.
3. Focus on the whole person.
• People are a complex and unique system and each part impacts the other aspects
• It is important to include all aspects of being human, mind, body, spirit and emotion.
4. Evoke transformation.
• The nature of life is to transform and evolve.
• It is imperative that people call forth transformation in each other.
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Co-Active Principles
Three fundamental principles — three essential attributes of a client’s whole
life: the client’s Fulfillment, Balance and Process.
These three principles are organic and dynamic. Clients are moving toward
more fulfillment, more balance and more effective process in their lives, or
they are moving away.
The ultimate intention of all Co-Active® Coaching is to help clients maximize
their life in these three principle areas.
One of the things that makes Co-Active® Coaching unique is that it is
principle-based, not just content or issue-based.
Not only do Co-Active® Coaches work with clients to forward the action and
deepen the learning on specific issues, the issues that clients bring to their
coach are also seen as pathways to more fulfillment, balance and process.
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Co-Active Contexts
Five Contexts
Listening
Self-management
Intuition
Curiosity
Forward the
Action/Deepen the
Learning.
Think of each one as a light that comes from the coach and shines on the
client.
Each one illuminates the coaching relationship in a different way. For example, the
context of listening brings one dimension to the coaching, the context of speaking
your intuition out loud adds another dimension to the coaching, and so on.
By fully bringing all five contexts to the coaching, the coach is able to be fully
present, brightly illuminating the client in the coaching interaction.
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60
Roadmap:
1. EXPLORING LEADERSHIP AND CULTURE
1.1. Leadership Styles
and Organizational
Culture
1.1.1 Enterprise
Agile Coaching Skills
1.1.2 Leadership
Styles and
Development
1.2. Organizational
Culture and Alignment
2. CHANGE PROCESSES AND STRATEGIES
3. COACHING THROUGH CHANGE
2.1. Organization and
Human Change Processes
2.2 Agile Transition and
Transformation Change
Strategies
3.1 Coaching and
Advising Leaders
3.2 Self-Mastery,
Professional
Development and Ethics
2.1.1 Business Case
for Change
2.2.1 Organizational
Assessments
3.1.1 Enterprise Agile
Coaching "Contract"
3.2.1 Learning
Journeys and
Professional
Development
2.1.2 Human Change
Process
2.2.2 Strategy and
Contract for Change
3.1.2 Professional
Coaching
2.1.3 Organizational
Change Process
2.2.3 Organizational
Impediments to
Change
3.1.3 Trusted Advisor
2.1.4 Bringing an Agile
Mindset to Change
2.2.4 Communicating
at an Organizational
Level
3.1.4 Engaging
Leadership in
Conversation about
Culture
1.2.1 Organizational
Culture Models
1.2.2 Approaches to
Culture Assessment
3.2.2 Personal and
Professional Mastery
3.2.3 Ethical
Considerations of
Enterprise Agile
Coaching
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Index
Trusted Advisor
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Trusted Advisor
Trusted Advisor
A trusted advisor is a person that a leader can seek counsel and
encouragement from as they make decisions and choices that
impact the organization.
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Trusted Advisor - Dimensions
Integrity: You’re received as reliable, dependable and trustworthy
Competency: You can deliver on what you say you can
Recognition: You treat them as a person, rather than a number
Proactivity: You genuinely care about their best interests
Savvy: You show empathy and understand their issues
Chemistry: You and your potential clients/ clients ‘click’, and get along well
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Characteristics of Trusted Advisor
They actively listen and focus on developing their client relationships
Developed a strong track record of client success
They’re credible in your field and knowledgeable about the best solutions
They can communicate effectively and provide relatability
Put their customers’ interests in front of their own
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Actively listen and focus on developing their client relationships
A trusted advisor will do the following when you’re engaging with
them about your transformation project:
Send the right message
with their body language
Let you explain your
issues and problem areas
Ask relevant questions
they look keen to take on
your challenges and take the
pressure off your firm. This
implies they have a genuine
interest in what you’re saying
they’re interested in helping
you meet your business
goals specifically, and
acknowledge your opinions
with the work they do.
they ask questions such as
“what challenges are you
trying to solve?”, or “what
would you want to achieve in
the next year by making this
change?”, displaying their
interest in trying to
solve your issues
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Trusted advisors will express
genuine emotion towards their
customers and their challenges.
They will actively listen to your key
problem areas and show empathy
towards them, instead of brushing
them under the rug.
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Credible in your field and knowledgeable about the best solutions
1
Having an advisor who can demonstrate credibility in your industry inspires
confidence they can make well informed, strategic decisions based on your
current situation. For example, if they impress you with their knowledge of
the latest trends in your industry, valuable insights like these can assist you
in retaining your competitive edge.
2
Additionally, trusted advisors will be aware of the most appropriate solutions
within your field. With a PSA (professional services automation) tool, for
example, they should look at your current processes and explore the
features of the tool that integrate best to maximize your efficiency.
3
You can increase the confidence that you're choosing the right project for
your business to take on board with this knowledge, allowing you to gain
clarity on the options that provide the best return on investment.
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Communicate effectively and provide relatability
1
The closer trusted advisors dial into your needs and wants from future
business projects, the better constructive feedback you’ll receive. Before
diving into a project, they will establish a relationship with you, bridging the
gap between having a transactional connection to a personal one instead.
2
Additionally, trusted advisors communicate effectively on a range of topics
to establish a rapport with you right from the get-go, and you’ll notice the
relationship feels like a ladder you’re climbing together step-by-step.
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Put their customers’ interests in front of their own
1
Pressures to record chargeable hours and hit billing targets are just a couple of
the main challenges facing professional services firms today. Trusted advisors
will recognize it’s ultimately down to you to decide which direction to take your
project, however, with their expertise, this can enhance your decision-making
process. With vast industry knowledge and understanding of how these
challenges will affect you, trusted advisors can provide strategic direction to your
own plans, which will improve your chances of project success.
2
Their role is to help you understand the pros, cons and everything in-between of
your project's direction. They will present the options available to you (and
possibly suggest their recommendations) but they won’t make the decision for
you.
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Roadmap:
1. EXPLORING LEADERSHIP AND CULTURE
1.1. Leadership Styles
and Organizational
Culture
1.1.1 Enterprise
Agile Coaching Skills
1.1.2 Leadership
Styles and
Development
1.2. Organizational
Culture and Alignment
2. CHANGE PROCESSES AND STRATEGIES
3. COACHING THROUGH CHANGE
2.1. Organization and
Human Change Processes
2.2 Agile Transition and
Transformation Change
Strategies
3.1 Coaching and
Advising Leaders
2.1.1 Business Case
for Change
2.2.1 Organizational
Assessments
3.1.1 Enterprise Agile
Coaching "Contract"
2.1.2 Human Change
Process
2.2.2 Strategy and
Contract for Change
3.1.2 Professional
Coaching
2.1.3 Organizational
Change Process
2.2.3 Organizational
Impediments to
Change
3.1.3 Trusted Advisor
2.1.4 Bringing an Agile
Mindset to Change
2.2.4 Communicating
at an Organizational
Level
3.1.4 Engaging
Leadership in
Conversation about
Culture
1.2.1 Organizational
Culture Models
1.2.2 Approaches to
Culture Assessment
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3.2 Self-Mastery,
Professional
Development and Ethics
3.2.1 Learning
Journeys and
Professional
Development
3.2.2 Personal and
Professional Mastery
3.2.3 Ethical
Considerations of
Enterprise Agile
Coaching
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Index
Business Case for Change
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Introduction to Acme Corp.
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Case Study – Acme Corp
You are Hired as an Enterprise Agile Coach to do the
transformation and address a lot of issues Acme Corp is facing
currently.
Check the details in the Case study
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Business Case for Change
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Roadmap:
1. EXPLORING LEADERSHIP AND CULTURE
1.1. Leadership Styles
and Organizational
Culture
1.1.1 Enterprise
Agile Coaching Skills
1.1.2 Leadership
Styles and
Development
1.2. Organizational
Culture and Alignment
2. CHANGE PROCESSES AND STRATEGIES
3. COACHING THROUGH CHANGE
2.1. Organization and
Human Change Processes
2.2 Agile Transition and
Transformation Change
Strategies
3.1 Coaching and
Advising Leaders
3.2 Self-Mastery,
Professional
Development and Ethics
2.1.1 Business Case
for Change
2.2.1 Organizational
Assessments
3.1.1 Enterprise Agile
Coaching "Contract"
3.2.1 Learning
Journeys and
Professional
Development
2.1.2 Human Change
Process
2.2.2 Strategy and
Contract for Change
3.1.2 Professional
Coaching
2.1.3 Organizational
Change Process
2.2.3 Organizational
Impediments to
Change
3.1.3 Trusted Advisor
2.1.4 Bringing an Agile
Mindset to Change
2.2.4 Communicating
at an Organizational
Level
3.1.4 Engaging
Leadership in
Conversation about
Culture
1.2.1 Organizational
Culture Models
1.2.2 Approaches to
Culture Assessment
3.2.2 Personal and
Professional Mastery
3.2.3 Ethical
Considerations of
Enterprise Agile
Coaching
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Index
Human Change Process
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Understanding the Human Change Process
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Kubler-ross Curve & Managing Change
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SCARF Model
CG Worley & YH Vick, 'Leading and managing change, Graziadio Business Report, Pepperdine University, vol. 8, iss. 2, 2005
Corporate Leadership Council, Change management: an end-to-end process guide, Corporate Executive Board Organizational
Change Victoria Public Services Commission
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Roadmap:
1. EXPLORING LEADERSHIP AND CULTURE
1.1. Leadership Styles
and Organizational
Culture
1.1.1 Enterprise
Agile Coaching Skills
1.1.2 Leadership
Styles and
Development
1.2. Organizational
Culture and Alignment
2. CHANGE PROCESSES AND STRATEGIES
3. COACHING THROUGH CHANGE
2.1. Organization and
Human Change Processes
2.2 Agile Transition and
Transformation Change
Strategies
3.1 Coaching and
Advising Leaders
2.1.1 Business Case
for Change
2.2.1 Organizational
Assessments
3.1.1 Enterprise Agile
Coaching "Contract"
2.1.2 Human Change
Process
2.2.2 Strategy and
Contract for Change
3.1.2 Professional
Coaching
2.1.3 Organizational
Change Process
2.2.3 Organizational
Impediments to
Change
3.1.3 Trusted Advisor
2.1.4 Bringing an Agile
Mindset to Change
2.2.4 Communicating
at an Organizational
Level
3.1.4 Engaging
Leadership in
Conversation about
Culture
1.2.1 Organizational
Culture Models
1.2.2 Approaches to
Culture Assessment
© 2024 Coach2Reach | Confidential
3.2 Self-Mastery,
Professional
Development and Ethics
3.2.1 Learning
Journeys and
Professional
Development
3.2.2 Personal and
Professional Mastery
3.2.3 Ethical
Considerations of
Enterprise Agile
Coaching
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Index
Organizational Change Process
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Organizational Change Process
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Prosci ADKAR Model of Change
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Prosci ADKAR Model of Change
A
D
Awareness
Desire
• Announce the change to
employees well ahead
of time.
• Gauge employees’
reactions to the change.
• Explain your reasoning
behind the change,
including current pain
points and potential ROI
of the new solution.
• If employees are
resistant or indifferent,
address their concerns
or show them how the
change benefits them
personally.
• Give employees an
opportunity to ask
questions and make
suggestions.
• Identify champions.
K
Knowledge
• Provide training or
coaching to show what
employees need to do
after the change takes
place.
• Address any skill gaps.
•
Offer resources, such
as process flowcharts,
that employees can
reference later on.
Enablement zone
A
Ability
R
Reinforcement
• Schedule practice runs
before the change is
fully implemented.
• Monitor the change over
time to ensure it fulfills
your desired outcome.
• Monitor performance
immediately following
the change and provide
constructive feedback.
• Use positive feedback,
rewards, and recognition
to encourage employees
to keep following the
new process.
• Set reasonable goals
and metrics at the start.
• Adjust processes as
necessary.
Engagement zone
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ADKAR MODEL
ADKAR
Outcome
Awareness of the need
for change
Enablers
Influential Factors
• Ready-access to information
• A personals view of the current state
• Customer Input
• How a person perceives problems
• Marketplace changes
• The credibility of the sender
• Management communication
• Circulation of misinformation or rumors.
• Contestability of the reasons for change
A
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ADKAR MODEL
ADKAR
Outcome
Desire to participate
and support change
Enablers
• Discontent with current state
• Imminent negative consequences
• Enhanced job security
• Affiliation and senses of belonging
D
• Career Advancement
• Acquisition of power or position
Influential Factors
• The nature of the change and the
WIIFM (What’s in it for me)
• The organizational or environmental
context for the change and history.
• An individual’s personal situation
• What motivates them / intrinsic
motivators.
• Incentive or compensation
• Trust and respect for leadership
• Hope in future state
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ADKAR MODEL
ADKAR
Outcome
Knowledge on how to
change
Enablers
Influential Factors
• Training and education
• A person’s current knowledge base
• Information access
• The capacity or capability of the
person to gain additional knowledge
• Examples
• The resources available for
education and training
• Access to or existence of the
required knowledge
K
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ADKAR MODEL
ADKAR
Outcome
Ability to implement
required skills and
behaviours
Enablers
• Practice applying new skills or
using new processes and tools
• Coaching
• Mentoring
A
Influential Factors
• Psychological blocks
• Physical abilities
• Intellectual capability
• The time available to develop the
needed skills
• The availability of resources to
support the development of new
abilities
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ADKAR MODEL
ADKAR
Outcome
Reinforcement to
sustain the change
Enablers
• Incentives and rewards
• Compensation changes
• Celebrations
• Personal recognition
R
Influential Factors
• The degree to which reinforcement is
meaningful to the person impacted by
the change
• The association of the reinforcement
with actual demonstrated progress or
accomplishments
• The absence of negation consequences
• Accountability systems to reinforce
the change
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ADKAR MODEL
ADKAR
Awareness
Desire
Knowledge
Ability
Reinforcement
Influential Factors
• What is the level of awareness of the need for this change with this impacted group?
• Will building awareness of the need for change with this group be easy or difficult? Why?
• What are the motivating factors in support of this change (what would cause someone in this group to support this change?
• What are the opposing forces to this change(what would cause someone in this group to object to this change?
• Do you anticipate support or resistance to this change from this group? Why?
• List the knowledge, skills and behaviours needed to support this change with this impacted group
• Is the gap in the knowledge, skills and behaviours as compared to today large or small?
• Considering the skills and knowledge need from above, what potential challenges do you see for employees in this group
successfully implementing this change?
• What barriers may inhibit this group from implementing this change?
• What reinforcement would be necessary to sustain the change in this group?
• What characteristics of the group may cause the change not to be sustained?
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Who and How?
HOW
ADKAR Elements
WHO
(Outcomes)
(The most influential players)
(The most influential change
management plans)
Awareness of why the change is
needed
Primary sponsors (business leaders), Direct supervisors
Communications, Sponsorships (leadership),
Coaching
Desire to support and participate
in the change
Primary sponsor, Sponsor coalition (working group),
Direct Supervisors
Sponsorship, Coaching, Resistance
Management
Knowledge of how to change
Project Team, Training Team, HR
Training, Coaching
Ability to implement the change
Direct Supervisors, Project team, HR, Training Team
Coaching, Training
Reinforcement to sustain the
change
Primary Sponsor, Direct Supervisor
Sponsorship, Coaching, Communication
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Kotter’s 8-step Process For Leading Change
CREATE
a sense of urgency
INSTITUTE
change
SUSTAIN
acceleration
BUILD
a guiding coalition
The big
opportunity
GENERATE
short-term wins
FORM
a strategic vision and initiatives
ENLIST
a volunteer army
ENABLE
action by removing barriers
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Five Dimensions of Agility
Technology
Org Design
Culture
Leadership
People
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Technology
• the tools, methods and techniques that can help an organization be more agile
• like enhanced infrastructure and tools like visual radiators or Jira
• also to methodologies, frameworks like Scrum, XP and various scaling approaches
• Technology is the most visible of the five dimensions - it's the “doing” agile
Organizational Design
• the physical and structural manner in which work is conducted
• the organizational structure from which work flows through the organization
• the physical work space and the degree to which it optimizes for effective
communication and collaboration
• there are patterns we can learn from that help organizations optimize for what they are
trying to accomplish – like, Dual OS
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People
• this dimension refers to the characteristics of employees in agile organizations
• how organizations can grow, support and create an environment where they can thrive
• some people will not necessarily enjoy working in an agile environment
• it is critical that organizations do their part to help people change to a new reality
• initiatives like targeted training and coaching; redefining career paths, expectations of
managers and changing who organizations recruit, retain or in some cases, choose not
to employ
Leadership
• this dimension refers to the people who help set the tone for how work gets done
• through their organizational influence, create an environment conducive for a more agile
way of working
• Leaders have a special responsibility when changing the way an organization operates
• as everyday responsibilities take their toll, the behaviors, norms and actions exhibited by
the leaders will in large part determine whether the transformation will take hold
• creating psychological safety is one of many examples where leaders can set the tone
and create a culture of continuous improvement
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Culture
• most important dimension of all; affects the other dimensions in disproportionate ways
• if you're in a culture of fear, it is going to be incredibly hard to create an environment
of fast feedback loops, collaboration and transparency
• organizations can create an intentional culture by changing the reward systems that
affect the norms and behaviors of its people
• once norms change, behavior changes - and the culture changes with it
• this takes time, organizational alignment and requires a concerted effort at the upper
leadership levels of the organization, but it is very tangible and effective when done
intentionally.
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Roadmap:
1. EXPLORING LEADERSHIP AND CULTURE
1.1. Leadership Styles
and Organizational
Culture
1.1.1 Enterprise
Agile Coaching Skills
1.1.2 Leadership
Styles and
Development
1.2. Organizational
Culture and Alignment
2. CHANGE PROCESSES AND STRATEGIES
3. COACHING THROUGH CHANGE
2.1. Organization and
Human Change Processes
2.2 Agile Transition and
Transformation Change
Strategies
3.1 Coaching and
Advising Leaders
3.2 Self-Mastery,
Professional
Development and Ethics
2.1.1 Business Case
for Change
2.2.1 Organizational
Assessments
3.1.1 Enterprise Agile
Coaching "Contract"
3.2.1 Learning
Journeys and
Professional
Development
2.1.2 Human Change
Process
2.2.2 Strategy and
Contract for Change
3.1.2 Professional
Coaching
2.1.3 Organizational
Change Process
2.2.3 Organizational
Impediments to
Change
3.1.3 Trusted Advisor
2.1.4 Bringing an Agile
Mindset to Change
2.2.4 Communicating
at an Organizational
Level
3.1.4 Engaging
Leadership in
Conversation about
Culture
1.2.1 Organizational
Culture Models
1.2.2 Approaches to
Culture Assessment
3.2.2 Personal and
Professional Mastery
3.2.3 Ethical
Considerations of
Enterprise Agile
Coaching
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Index
Bringing Agile Mindset to Change
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Agile Mindset to Change
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What is Mindset?
80
Fixed Mindset
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Growth Mindset
81
Fixed vs Growth Mindset
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Growth Mindset
1. Acknowledge and embrace your weaknesses.
2. View challenges as opportunities.
3. Know your learning style and use the right learning strategies.
4. Remember that the brain has the ability to change throughout life.
5. Prioritize learning over seeking approval.
6. Focus on the process instead of the end result.
7. Cultivate a sense of purpose.
8. Choose learning well over learning fast.
9. Reward effort and actions, not traits.
10. Learn to give and receive constructive criticism.
11. Need for improvement does not mean failure.
12. Reflect on your learning every day.
13. Learn from the mistakes of others.
14. Think of learning as “brain training.”
15. Cultivate grit.
16. Never stop learning. Set a new goal for everyone you accomplished.
17. Remember that it takes time to learn.
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Growth Mindset
Growth Mindset
*
*
Encourages risk-taking
*
Creates space to learn from
failures
Creativity
Allows for non-traditional methods
of thinking
*
*
*
Comes out of divergent thinking
Innovation
*
Provides new processes and
products
*
Addresses existing challenges in
new ways
*
Drives growth of businesses
Involves expanding possibilities
Grows from defining new problems
and trying new solutions
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Agile Mindset
Mindset
Values
Principles
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Practices
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Agile Mindset
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Agile Mindset Within the Organization
1
Deliver a Continuous Flow of Value
2
Create Engagement with Customers and a Sense of Shared Ownership
3
Management of all Disruptions and Uncertainties with Iterations and Adaptations and Enable Gradual Change
in Mentality
4
Involve Team Members in all Processes
5
Create a Sense of Shared Responsibility Within the Team to Improve Results
6
Create Flexible Strategies and Processes that Can be Adapted Based on the Situation
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Barriers to Org Change
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8 Reasons why employees resist change
1
Loss of status or job security in the organization
2
Poorly aligned (non-reinforcing) reward systems
3
Surprise and fear of the unknown
4
Peer pressure
5
Climate of mistrust
6
Organizational politics
7
Fear of failure
8
Faulty Implementation Approach (Lack of tact or poor timing)
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Top 10 Tactics for Managing Resistance
1. Listen and Understand Objections
2. Focus on the ‘What’ and Let Go of the ‘How‘
A critical step any manager should take when creating
desire to change is to listen.
For some types of changes, it is effective for managers
to let go of the ‘how’ and simply communicate ‘what’
needs to change (focus on outcomes).
In many cases employees simply want to be heard and
to voice their objections.
This process transfers ownership of the solution to
employees.
Understanding these objections can often provide a
clear path toward resolution.
Employee involvement and ownership naturally builds
desire to support the change.
Listening can also help managers identify
misunderstandings about the change.
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Top 10 Tactics for Managing Resistance
3. Remove Barriers
4. Provide simple, clear choices and consequences
Barriers may relate to family, personal issues, physical
limitations or money.
Building desire is ultimately about choice.
Fully understand the individual situation with this employee.
What may appear to be resistance or objections to the
change may be disguised barriers that the employee
cannot see past.
Managers can facilitate this process by being clear about
the choices employees have during change.
Identify the barriers clearly.
Communicate in simple and clear terms what the choices
and consequences are for each employee.
Determine ways that the business may be able to address
these barriers.
By providing simple and clear choices along with the
consequences of those choices, you can put the ownership
and control back into the hands of employees.
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Top 10 Tactics for Managing Resistance
5. Create Hope
6. Show the benefits in a real and tangible way
Many people will respond to the opportunity for a better
future.
For some employees seeing is believing. Demonstrate the
benefits of change in a real and tangible way:
Share case studies
Managers can create desire to change by sharing their
passion for change and by creating excitement
and enthusiasm.
Invite guests to provide personal testimonials
People will follow a leader who can create hope and
whom they respect and trust.
Visibly demonstrate the success of pilot
programs or trials
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Top 10 Tactics for Managing Resistance
7. Make a Personal Appeal
8. Convert the strongest dissenters
A personal appeal works best with honest, open
relationships where there is a high degree
of trust and respect.
Managers can use special interventions to convert
strong and vocal dissenters.
A personal appeal may sound like:
The strongest dissenters can become your strongest
advocates.
"I believe in this change."
"It is important to me."
"I would like your support."
"You would be helping me by
making this change work."
They are often equally vocal in their support as they
were in their resistance.
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Top 10 Tactics for Managing Resistance
9. Demonstrate consequences
10. Provide Incentives
Use with mid-level or senior managers who are critical to
the success of the change:
• Increase their compensation or create a bonus program such
that they are directly rewarded for the successful completion
of the change.
Often removing a key individual who is demonstrating
resistance to change sends a powerful signal to the
organization as a whole.
The message is:
• They are serious about this change.
• Resistance will not be tolerated.
• The consequences for not moving ahead with the
organization are real and severe.
• Offer a promotion to a position they desire.
Use with caution and with the involvement of HR and legal.
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Roadmap:
1. EXPLORING LEADERSHIP AND CULTURE
1.1. Leadership Styles
and Organizational
Culture
1.1.1 Enterprise
Agile Coaching Skills
1.1.2 Leadership
Styles and
Development
1.2. Organizational
Culture and Alignment
2. CHANGE PROCESSES AND STRATEGIES
3. COACHING THROUGH CHANGE
2.1. Organization and
Human Change Processes
2.2 Agile Transition and
Transformation Change
Strategies
3.1 Coaching and
Advising Leaders
2.1.1 Business Case
for Change
2.2.1 Organizational
Assessments
3.1.1 Enterprise Agile
Coaching "Contract"
2.1.2 Human Change
Process
2.2.2 Strategy and
Contract for Change
3.1.2 Professional
Coaching
2.1.3 Organizational
Change Process
2.2.3 Organizational
Impediments to
Change
3.1.3 Trusted Advisor
2.1.4 Bringing an Agile
Mindset to Change
2.2.4 Communicating
at an Organizational
Level
3.1.4 Engaging
Leadership in
Conversation about
Culture
1.2.1 Organizational
Culture Models
1.2.2 Approaches to
Culture Assessment
© 2024 Coach2Reach | Confidential
3.2 Self-Mastery,
Professional
Development and Ethics
3.2.1 Learning
Journeys and
Professional
Development
3.2.2 Personal and
Professional Mastery
3.2.3 Ethical
Considerations of
Enterprise Agile
Coaching
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Index
Organizational Assessments
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Types of Assessments
Group Based
•
Leadership/Management offsite
interviews
•
Surveys
•
Large group methods
•
Observation
Strategy Based
Tools Based
•
Free flow survey
•
Agility Health radar
•
Employee feedback survey (360
Degree)
•
Comparative Agility
•
Customer Happiness Index
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Enterprise Business Agility –Current State Assessment
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Digital Transformation
90
Comparative Agility
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Enterprise Business Agility Model
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Assessments
Conduct a detailed assessment of the organization’s Agile
maturity across the following key capability areas.
Planning & Strategy
Process & Governance
Organization & People
Culture & Communication
Technology & Tools
Metrics
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Prepare
Interviews
Conduct interviews with the key stakeholders and the
LACE / Core transformation team.
Identification
Prepare the first value chain to onboard by identifying
with which increments should we start, what would be the
most relevant lighthouse (adequate scope, motivated
people, with the right level of stakes).
Observations
Observe how the teams work, how the projects move
forwards, etc. by joining meetings, workshops and doing
Gemba walks.
Analysis
Analyze the existing situation: tools, practices,
governance, past audits. We will identify the technical
capabilities and assess if the delivery value chains will
support or will conflict with the target scaled organization.
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92
Roadmap:
1. EXPLORING LEADERSHIP AND CULTURE
1.1. Leadership Styles
and Organizational
Culture
1.1.1 Enterprise
Agile Coaching Skills
1.1.2 Leadership
Styles and
Development
1.2. Organizational
Culture and Alignment
2. CHANGE PROCESSES AND STRATEGIES
3. COACHING THROUGH CHANGE
2.1. Organization and
Human Change Processes
2.2 Agile Transition and
Transformation Change
Strategies
3.1 Coaching and
Advising Leaders
3.2 Self-Mastery,
Professional
Development and Ethics
2.1.1 Business Case
for Change
2.2.1 Organizational
Assessments
3.1.1 Enterprise Agile
Coaching "Contract"
3.2.1 Learning
Journeys and
Professional
Development
2.1.2 Human Change
Process
2.2.2 Strategy and
Contract for Change
3.1.2 Professional
Coaching
2.1.3 Organizational
Change Process
2.2.3 Organizational
Impediments to
Change
3.1.3 Trusted Advisor
2.1.4 Bringing an Agile
Mindset to Change
2.2.4 Communicating
at an Organizational
Level
3.1.4 Engaging
Leadership in
Conversation about
Culture
1.2.1 Organizational
Culture Models
1.2.2 Approaches to
Culture Assessment
3.2.2 Personal and
Professional Mastery
3.2.3 Ethical
Considerations of
Enterprise Agile
Coaching
3
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Index
Strategy and Contract for Change
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Agile Transformation Roadmap Example
Embed and
scale Agile
Setting the
foundation
•
•
•
•
Stage 0
Our starting point –
limited to no Agile
capability and no
framework.
Day zero
•
•
•
•
•
Objectives baselined
Concept COE and COP
Roadmap established
Pilots established
As-is capability
baselined
PREP / FOUNDATION
•
Objectives matured
Proven on pilots
Coe and COP self
sustaining
Value established
Re-measure
capability
Hand-over to
business Leadership
alignment
PILOT / PROVE
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Standardisation
•
•
•
•
•
Integrated Agile delivery
capability
Value driven outcomes
More responsive and
collaborative culture
Increased transparency and
stakeholder engagement
More responsive evolving
market requirements
SCALE
187
Agile Transformation Roadmap (GEM Example)
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94
Agile Transformation Building Blocks (Deloitte Example)
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Agile Transformation Roadmap (Deloitte Example)
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95
Agile Transformation Building Blocks (KPMG Example)
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Agile Transformation Building Blocks (KPMG Example)
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96
Agile Transformation Roadmap (KPMG Example)
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Agile Transformation Implementation (Lean Change Management –
Bottoms Up)
Insights
(Start Here)
Review
Prepare
Experiment
Options
Introduce
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Agile Transformation Implementation (Kotter’s 8 Change Model
Top-to-bottom)
Create the climate for change
Create sense
of urgency
Build guiding
coalition
Form
strategic
vision
Make the change happen
Enlist
volunteer
army
Enable action
by removing
barriers
Implement and sustain change
Generate
short-term
wins
Sustain
acceleration
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Institute
change
195
Agile Transformation Implementation (Kotter’s 8 Change Model
Top-to-bottom)
Create sense
of urgency
• Understand the importance of the
change happening
• What business problems are we
trying to solve
Build guiding
coalition
• Identify the sponsors of change
• Identify the true leaders who can
support the transformation
• Start honest discussions with staff
to get them talking
Form
strategic
vision
Enlist
volunteer
army
• Create a clear vision for your
transformation
• Communicate the vision across
the board via multiple forums
• Identify the values you wish to
adhere to
• Find the people who are the
champions and passionate for the
transformation
• Think of how you wish to achieve
what you envision
• Request support from your
customers stakeholders etc.
• Stakeholder Analysis
• Identify key sponsors of change
• Run a transformation workshop
• Change Impact Analysis
• Build transformation team
• Form a Strategic vision
• Customer/Business Pain Points
• Ask for emotional commitment
• Determine the key values
• Potential Business Outcomes
• Fill the skills gap as needed
• Create execution strategy
• Create your hypothesis
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• Get all champions involved into
the transformation
• Find the people who are the
champions and passionate for the
transformation
• Create a comms plan to
communicate the vision and also
transformation progress
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98
Agile Transformation Implementation (Kotter’s 8 Change Model
Top-to-bottom)
Enable by
Removing
Barriers
Generate
short-term
wins
Sustain
acceleration
Institute
change
• Check if anyone is resisting the
change?
• Show the taste of winning to the
staff in the organization
• Keep working on the Pilot Teams
• Make the teams self sustaining
• Constantly keep adding scope
• Collect and analyze feedback
• Check if anything is resisting the
change?
• Ensure you have established
some low hanging fruits early on
• Continuously keep on improving
• Keep improving forever
• Scale the operation to department
level
• Recognize & Celebrate success
• Clarify any job desc, structure,
performance or other areas
• Work on the low hanging fruits
• Extend the pilots
• Create some pilot teams
• Start agility at scale
• Build the capability uplifting plan
for all the staff
• Provide training & mentoring
• Work on the MVPs for value
realization
• Go across business units
• Ensure continuous funding
• Consider enterprise agility
• Continuous leadership support
• Put in place some basic metrics
• Continuously keep improving
• Keep communicating progress
• Any tools or support needed for
the staff to adopt change
• Recognize and reward people for
making the change happen
• Take action to remove barrier
(human or otherwise)
• Conduct basic set of training
• Ensure new hires have the right
mindset and values
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Agile Transformation Implementation
Align
Pilot
Scale
Sustain
• Initial Assessment
• Initiate executive team training
• Gain buy-in for scaling from leaders
• Celebrate Success
• Transformation Vision & Objectives
• Design, Identify, Train pilot teams
• Design & standup several teams
• Uplift capabilities across business
• Initial Transformation Roadmap
• Apply agile practices for programs
• Pin in the mindset & behaviours
• Educate Stakeholders, gain buy-in
• Active Agile Coaching for backlog,
planning, velocity, delivery, tracking
• Begin education on portfolio mgmt
• Continuous leadership support
• Standup Agile Leadership Team
• Engage & educate business teams
• Learning organisation culture
• Standup Agile Champion Team
• Prove success, measure outcomes
• Rollout training, mentoring and
coaching across multiples teams
• Build backlogs for delivery
• Begin to develop Agile Playbooks
• Company wide comms plan
• Continuous leadership support
• Initial Transformation activities
• Deep dive in change mgmt plan
• Ensure continuous funding
• Initial tech assessment &
transformation roadmap update
• Launch Communities of Practices
• Continuous communication plan
• Start technical transformation
• Hire with agile mindset & values
• Continuous technical support
• Design & standup non-IT teams
• Apply Agile HR Performance
reviews, Hiring, Training &
Culture changes
• Apply agile to financial budgeting
• Apply agile to Legal Vendor
contracts
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Agile Transformation Implementation (Example Roadmap)
Q1 2024
Q2 & Q3 2024
Q3 & Q4 2024
2025
Align
Pilot
Scale
Sustain
Delivery
Baseline
Delivery of 2 teams
Delivery of whole IT
Sustain Delivery
Culture
Create Vision
Ensure values are followed
All teams follow vision, values
and success criterial
Regular comms of vision
across the org
Measure team level
Measure Program Level
Continuous measure
and improve
Leadership
Org Structure
Reset 2 teams
Measurements
Baseline Measure
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Change Management Plans
Detailed change roadmap
Communication plan
Engagement plan
Change readiness
Learning strategy & approach
Coaching plan
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100
Enterprise Coach Role Clarity
Leadership
Development
SelfDevelopment
Coaching at
all Levels
EAC
Role
Organisation
al Agility
Change
Management
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Stakeholder Engagement Clarity
RACI matrix example
Project Activity/Deliverable
Responsible
Consulted
Accountable
Informed
Project Manager
Consultant
Architect
Contractor
Client
Define functional and aesthetic
needs
I
I
C
I
R
Assess risk
A
R
I
C
I
Define performance requirements
A
R
I
I
I
Create design
A
C
R
I
C
Execute construction
A
C
C
R
I
Approve construction work
I
I
C
C
R
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101
Roadmap:
1. EXPLORING LEADERSHIP AND CULTURE
1.1. Leadership Styles
and Organizational
Culture
1.1.1 Enterprise
Agile Coaching Skills
1.1.2 Leadership
Styles and
Development
1.2. Organizational
Culture and Alignment
2. CHANGE PROCESSES AND STRATEGIES
3. COACHING THROUGH CHANGE
2.1. Organization and
Human Change Processes
2.2 Agile Transition and
Transformation Change
Strategies
3.1 Coaching and
Advising Leaders
3.2 Self-Mastery,
Professional
Development and Ethics
2.1.1 Business Case
for Change
2.2.1 Organizational
Assessments
3.1.1 Enterprise Agile
Coaching "Contract"
3.2.1 Learning
Journeys and
Professional
Development
2.1.2 Human Change
Process
2.2.2 Strategy and
Contract for Change
3.1.2 Professional
Coaching
2.1.3 Organizational
Change Process
2.2.3 Organizational
Impediments to
Change
3.1.3 Trusted Advisor
2.1.4 Bringing an Agile
Mindset to Change
2.2.4 Communicating
at an Organizational
Level
3.1.4 Engaging
Leadership in
Conversation about
Culture
1.2.1 Organizational
Culture Models
1.2.2 Approaches to
Culture Assessment
3.2.2 Personal and
Professional Mastery
3.2.3 Ethical
Considerations of
Enterprise Agile
Coaching
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Index
Organizational Culture Models
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Qualities of a Great Organizational Culture
1
Alignment comes when the company’s objectives and its employees’
motivations are all pulling in the same direction. Exceptional organizations
work to build continuous alignment to their vision, purpose, and goals.
2
Appreciation can take many forms: a public kudos, a note of thanks, or a
promotion. A culture of appreciation is one in which all team members
frequently provide recognition and thanks for the contributions of others.
3
Trust is vital to an organization. With a culture of trust, team members
can express themselves and rely on others to have their back when
they try something new.
4
Performance is key, as great companies create a culture that means
business. In these companies, talented employees motivate each other to
excel, and, as shown above, greater profitability and productivity are the
results.
5
Resilience is a key quality in highly dynamic environments where change
is continuous. A resilient culture will teach leaders to watch for and
respond to change with ease.
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Harrison Culture Model
High level of formalization
• Harrison (1972) presents a model of culture,
known as Harrison’s Model of Culture that
divides organizational cultures into the four
categories: role, task, power, and person
cultures.
• Organizations with role culture tend to be
reliant on formal rules and regulations. In role
culture organizations formal job descriptions
of positions are more important than personal
traits and characteristics of individuals taking
these positions.
High formalization
• Structure is the basic value,
• Rights and priviliges are clearly defined,
• Aiming at rationality, stability, orderliness.
Zeus or power culture
• Knowledge and competencies are
respected values,
• Changeable structure,
• Authority entrusted on the basis of
competencies,
• Orientation to successive, planned
development.
Dionysius or person culture
• Everything in the company is subordinate to a
center (the management),
• Range of power depends on distance
from a center,
• Development and profits are valued,
• Tendency to compete,
• Taking advantage of weaker organizations.
• Focus on satisfying people’s needs,
• Authority is given on the basis of
substantive authority,
• Caring about inter-human relations.
Low formalization
Athens or task culture
Apollo or role culture
Low level of formalization
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Deal and Kennedy’s Culture Model
Their four categorizations of culture are:
Work Hard/Play Hard Culture
Tough Guy/Macho Culture
Process Culture
Bet-Your-Company Culture
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Deal and Kennedy’s Culture Model – Interrelated Elements
The history of the organization, because shared past experiences shape current
beliefs and values and the traditions which organization is built on. For example,
firms often draw on their heritage and use this as part of their branding strategy, as
well as asserting a belief in traditional values.
Heroic figures are usually former employees of the organization and are often
embedded or immortalized in storytelling. They are a manifestation of
organizational values and culture, and may well include the founder of the
organization, or an individual who invented or created something new which
transformed the fortunes of the organization. An example might include Steve Jobs
of Apple who acquired near mythical status amongst devotees of Apple products.
The values and beliefs of the organization are critical as these focus on the
shared beliefs of employees and the organization as a whole, including the written
and underwritten activities and behaviors which are accepted as valid.
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Deal and Kennedy’s Culture Model – Interrelated Elements
Cultural network is the informal but critical social network within an organization
whereby employees share knowledge and acquire social capital. Deal and Kennedy
believed that there are specific personalities within a cultural network who help spread
information and share stories, and might include the office gossip, the office spy, and the
office whisperer, all of whom are key players in the collection and dissemination of
organizational information
Rituals and ceremonies, which may be formalized or informal. For example,
recognized regular company events such as Christmas or summer parties or award
ceremonies. Informal examples might include dress down Friday or bringing in cakes
and sweets for people’s birthdays. Over time, these become reinforcing and form part of
the culture of an organization.
Storytelling, which helps new employees understand their position and role in the
organization. Storytelling has long been used as a means of sharing information within
cultures and is now increasingly recognized in Human Resources Management (HRM)
literature as a way of helping to introduce new employees the organization, or gradually
help to change organizational culture. Stories are often relatable for people, which is
why they can quickly become embedded in organizational culture.
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Cameron and Quinn’s Culture Model
• Robert Quinn and Kim Cameron’s created a four box culture
model used to categorize organizational cultures. Its vertical
axis looks at whether an organization is more focused on
stability or flexibility, and its horizontal axis looks at whether
the organization is more inwards or outwards looking.
• The model is known as a “competing values framework”
because it compares these competing priorities that
organizations can have.
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105
Schneider’s Culture Model
The Schneider Culture Model define four distinct cultures:
Collaboration culture is about working together.
Control culture is about getting and keeping control.
Competence culture is about being the best.
Cultivation culture is about learning and growing with a
sense of purpose.
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Schneider’s Culture Model
106
Decision Matrix for Model Selection
Harrison
Deal and Kennedy
Schneider
Cameron and Quinn
Achievement
Bet-Your-Company
Cultivation
Adhocracy
Person
Work Hard/Play Hard
Collaboration
Clan
Power
Process
Control
Hierarchy
Role
Tough-Guy
Competence
Market
Primary focus
Process conduction and decision
making
Kinds of decisions
General way of thinking in the
decision making
Values held dear by organization
X-axis
High/low centralization
High/low risk
People/company orientation
Internal/external focus
Y-axis
High/low formalization
Fast/slow feedback
Actuality/possibility orientation
Flexibility vs. Stability
Includes questionnaire by author
Yes (Harrison and Stokes 1992)
No
Yes
Yes
Questionnaire is statistically
validated
NO
n.a.
No
Yes
Central database exists for further
research
Yes
n.a.
No
Yes
Model is still in practical use today
No
Yes
Yes
Yes
Model has been used to analyze
Scrum
No
No
Yes
No
Is the author still basing his work
on the model?
Unknown
Yes
No
Yes
Name of quadrants
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Roadmap:
1. EXPLORING LEADERSHIP AND CULTURE
1.1. Leadership Styles
and Organizational
Culture
1.1.1 Enterprise
Agile Coaching Skills
1.1.2 Leadership
Styles and
Development
1.2. Organizational
Culture and Alignment
2. CHANGE PROCESSES AND STRATEGIES
3. COACHING THROUGH CHANGE
2.1. Organization and
Human Change Processes
2.2 Agile Transition and
Transformation Change
Strategies
3.1 Coaching and
Advising Leaders
2.1.1 Business Case
for Change
2.2.1 Organizational
Assessments
3.1.1 Enterprise Agile
Coaching "Contract"
2.1.2 Human Change
Process
2.2.2 Strategy and
Contract for Change
3.1.2 Professional
Coaching
2.1.3 Organizational
Change Process
2.2.3 Organizational
Impediments to
Change
3.1.3 Trusted Advisor
2.1.4 Bringing an Agile
Mindset to Change
2.2.4 Communicating
at an Organizational
Level
3.1.4 Engaging
Leadership in
Conversation about
Culture
1.2.1 Organizational
Culture Models
1.2.2 Approaches to
Culture Assessment
© 2024 Coach2Reach | Confidential
3.2 Self-Mastery,
Professional
Development and Ethics
3.2.1 Learning
Journeys and
Professional
Development
3.2.2 Personal and
Professional Mastery
3.2.3 Ethical
Considerations of
Enterprise Agile
Coaching
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107
Index
Approaches to Culture Assessment
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Organization Culture Assessment
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108
Organization Culture Assessment - Sample
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Westrum’s Organizational Culture model
217
The Westrum Culture survey
Pathological
Bureaucratic
Generative
Strongly Disagree (=1) to Neither Agree nor
Disagree (=4) to Strongly Agree (=7)
Power oriented
Rule oriented
Performance oriented
Average their scores to provide a single score for your
Westrum culture metric
Low cooperation
Modest cooperation
High cooperation
Messengers "shot"
Messengers neglected
Messengers trained
Responsibilities shirked
Narrow responsibilities
Risks are shared
Bridging discouraged
Bridging tolerated
Bridging encouraged
Failure leads to
scapegoating
Failure leads to justice
Failure leads to inquiry
5. On my team, failure causes inquiry.
Novelty crushed
Novelty leads to
problems
Novelty implemented
6. On my team, new ideas are welcomed.
1. On my team, information is actively sought.
2. Messengers are not punished when they deliver news
of failures or other bad news.
3. On my team, responsibilities are shared.
4. On my team, cross-functional collaboration is
encouraged and rewarded.
https://cloud.google.com/architecture/devops/devops-culture-westrum-organizational-culture
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109
Roadmap:
1. EXPLORING LEADERSHIP AND CULTURE
1.1. Leadership Styles
and Organizational
Culture
1.1.1 Enterprise
Agile Coaching Skills
1.1.2 Leadership
Styles and
Development
1.2. Organizational
Culture and Alignment
2. CHANGE PROCESSES AND STRATEGIES
3. COACHING THROUGH CHANGE
2.1. Organization and
Human Change Processes
2.2 Agile Transition and
Transformation Change
Strategies
3.1 Coaching and
Advising Leaders
3.2 Self-Mastery,
Professional
Development and Ethics
2.1.1 Business Case
for Change
2.2.1 Organizational
Assessments
3.1.1 Enterprise Agile
Coaching "Contract"
3.2.1 Learning
Journeys and
Professional
Development
2.1.2 Human Change
Process
2.2.2 Strategy and
Contract for Change
3.1.2 Professional
Coaching
2.1.3 Organizational
Change Process
2.2.3 Organizational
Impediments to
Change
3.1.3 Trusted Advisor
2.1.4 Bringing an Agile
Mindset to Change
2.2.4 Communicating
at an Organizational
Level
3.1.4 Engaging
Leadership in
Conversation about
Culture
1.2.1 Organizational
Culture Models
1.2.2 Approaches to
Culture Assessment
3.2.2 Personal and
Professional Mastery
3.2.3 Ethical
Considerations of
Enterprise Agile
Coaching
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Index
Organizational Impediments to Change
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110
Impediments
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Types of Impediments
Educational
Cultural
Strategic
Structural
o
o
o
locations, physical or technical
infrastructure
o
performance measures and
rewards
o
compliance and financial
controls.
Leadership values and
principles
o
Misaligned goals, vision, or
business drivers for change
o
Collaboration and competition
o
Lack of product visioning
o
Team vs. individual drivers
o
Organizational visioning, etc.
o
Process richness, focus on
deadlines over all else, etc.
Roles and responsibilities
departments
o
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o
Understanding of new roles
o
Understanding processes,
structures and leadership
competencies to drive an
effective Agile approach.
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Impediments Management Template
Impediment Log
Impediment
Impact (High, Medium, Low)
Need and expected date of closure
Initiator
Discovered Date
Owner
Board
Remarks
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Roadmap:
1. EXPLORING LEADERSHIP AND CULTURE
1.1. Leadership Styles
and Organizational
Culture
1.1.1 Enterprise
Agile Coaching Skills
1.1.2 Leadership
Styles and
Development
1.2. Organizational
Culture and Alignment
2. CHANGE PROCESSES AND STRATEGIES
3. COACHING THROUGH CHANGE
2.1. Organization and
Human Change Processes
2.2 Agile Transition and
Transformation Change
Strategies
3.1 Coaching and
Advising Leaders
2.1.1 Business Case
for Change
2.2.1 Organizational
Assessments
3.1.1 Enterprise Agile
Coaching "Contract"
2.1.2 Human Change
Process
2.2.2 Strategy and
Contract for Change
3.1.2 Professional
Coaching
2.1.3 Organizational
Change Process
2.2.3 Organizational
Impediments to
Change
3.1.3 Trusted Advisor
2.1.4 Bringing an Agile
Mindset to Change
2.2.4 Communicating
at an Organizational
Level
3.1.4 Engaging
Leadership in
Conversation about
Culture
1.2.1 Organizational
Culture Models
1.2.2 Approaches to
Culture Assessment
© 2024 Coach2Reach | Confidential
3.2 Self-Mastery,
Professional
Development and Ethics
3.2.1 Learning
Journeys and
Professional
Development
3.2.2 Personal and
Professional Mastery
3.2.3 Ethical
Considerations of
Enterprise Agile
Coaching
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112
Index
Communicating
at an Organization Level
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Communicating
113
Town Hall / All Hands
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Open Space
114
Other Modes
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Communication Plan
Communication plan is a documented strategy for how you will tell your organization about the changes that are occurring as part
of the Agile Transformation
In your plan, define the:
Why is this important?
Start by asking yourself:
Target audiences
Understanding your audiences lets you to target communications to specific
groups and improves the chance that you reach them.
What different groups do we need to
communicate with? About what?
Appropriate messaging and tone
You need to sell your project's value without causing anxiety and concern
about the change. Make sure to distinguish between strategic, tactical, and
operational audience/messaging.
What's the most important thing I need to
communicate? Are there any sensitivities I need to
avoid?
Delivery formats
You'll reach more of your intended audiences by using multiple channels,
like town hall meetings, videos, internal project websites, etc.
What channels should we use when communicating
with this audience?
Timeline and cadence
Timely communications can help people see and internalize your messages.
When do we communicate with this audience? How
frequently?
Responsibilities and assignments
Clearly defining who is responsible for certain communication tasks ensures
they get done.
Who is responsible for leading communications with
this audience?
Evaluation plan
Always evaluate the effectiveness of your messages to identify how to
improve them.
How can we track how effective our
communications are?
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Build a Communication Plan
• Set and vet goals for what you need to accomplish with communications. Explain why you’re doing
this
Establish Goals
• Articulate messaging for each audience.
• Document how you plan to deliver on your communication goals.
• Define your audiences, messaging, formats, timelines, responsibilities, and evaluation plan
Document the Communication Plan
•
•
•
•
Review and Finalize
Activity
Communication objectives/message
Review your communication plan with project leaders and audience representatives.
Incorporate feedback and finalize the plan for approval.
Approve Submit the plan to your ServiceNow executive sponsor for final approval.
Ask your executive sponsor to vet the plan with leadership peers.
Audience
Initial
announcement
• Create a buzz and drive awareness
• Announce kickoff event
Entire company
Kickoff for all hands
(event)
• Exec sponsor speaks to the project's
value
• Provide overview of what to expect
• Introduce theme and have some
swag
Departments
affected by the
change
Delivery format
Email
Town-hall style
meeting and
webinar for remote
workers
Time frame
Responsibility (ownership)
Status
ASAP, followed up with
biweekly emails
Communications team and
OCM program lead
Planned
At beginning of project
Executive sponsor
Planned
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Roadmap:
1. EXPLORING LEADERSHIP AND CULTURE
1.1. Leadership Styles
and Organizational
Culture
1.1.1 Enterprise
Agile Coaching Skills
1.1.2 Leadership
Styles and
Development
1.2. Organizational
Culture and Alignment
2. CHANGE PROCESSES AND STRATEGIES
3. COACHING THROUGH CHANGE
2.1. Organization and
Human Change Processes
2.2 Agile Transition and
Transformation Change
Strategies
3.1 Coaching and
Advising Leaders
2.1.1 Business Case
for Change
2.2.1 Organizational
Assessments
3.1.1 Enterprise Agile
Coaching "Contract"
2.1.2 Human Change
Process
2.2.2 Strategy and
Contract for Change
3.1.2 Professional
Coaching
2.1.3 Organizational
Change Process
2.2.3 Organizational
Impediments to
Change
3.1.3 Trusted Advisor
2.1.4 Bringing an Agile
Mindset to Change
2.2.4 Communicating
at an Organizational
Level
3.1.4 Engaging
Leadership in
Conversation about
Culture
1.2.1 Organizational
Culture Models
1.2.2 Approaches to
Culture Assessment
© 2024 Coach2Reach | Confidential
3.2 Self-Mastery,
Professional
Development and Ethics
3.2.1 Learning
Journeys and
Professional
Development
3.2.2 Personal and
Professional Mastery
3.2.3 Ethical
Considerations of
Enterprise Agile
Coaching
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116
Index
Engaging Leadership in
Conversation about Culture
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Senge’s Learning Organization
Building a Shared vision
Systems Thinking
Mental Models
Team Learning
Personal Mastery
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117
Five Disciplines of Learning Organizations
1. Building a Shared vision
 In learning organizations, the vision should be created through interaction with the employees in the
enterprise. Many leaders have personal visions that lack transferring them to a shared vision.
 The only way to create a shared vision is by compromising the organization’s and individual’s visions.
People who do not share the same vision might not contribute as much to the organization.
 The effect of sharing the same vision is that employees do tasks because they want to do so instead of
they are told to do so. It changes the relationship with the company, and it turns its performances in a
learning mechanism.
2. Systems Thinking
 Instead of focusing on individual issues, systems thinking reflects the observational process of an entire
system. Managers have to understand that every action and consequence is correlated with another.
 Many times it happens that managers focus on individual actions, and therefore, forget about seeing the
big picture.
 When the correlation is understood, it enables us to see interrelationships and patterns of change in
particular situations. Managers will be able to determine cause and effect.
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Five Disciplines of Learning Organizations
3. Mental Models
 According to Peter Senge, the employees must identify the values of the company and what the business
is all about.
 A correct understanding of who we are will enable us to visualize where to go and how to develop further.
The organization has to be flexible in accepting changes to new mental models and a new image of the
company.
 The most successful companies are those who can learn and adapt to new models to become faster than
its competitors.
4. Team Learning
 To accomplish excellent functional team dynamics, team-learning is a primary importance. It is the
discipline by which personal mastery and shared vision are brought together.
 It is crucial for the workforce to consider its colleagues as team members instead of rivals. It is the first
step to set up dialogues wherein people dare to be vulnerable and express their real personality. The
working environment should be safe where honest mistakes are forgiven. Otherwise, no learning can be
experienced.
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118
Five Disciplines of Learning Organizations
5. Personal Mastery
 Personal mastery occurs when an individual has a clear vision of a goal, combined with an accurate
perception of reality. The gap between the vision and reality drives the employee to practice all necessary
related activities to realize the vision.
 This creative tension depends on a clear understanding of current reality. For this reason, for personal
mastery and the related discipline of a shared vision, looking at, and sharing the truth is a crucial
fundamental.
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Single, Double and Triple Loop Training
Single Loop Learning is about making adjustments to correct a
mistake or a problem. It is focused on doing the things right.
Causality might be observed but typically is not addressed.
Double Loop Learning is identifying and understanding causality
and then taking action to fix the problem. It is about doing the right
things.
Triple Loop Learning goes even deeper to explore our values and
the reasons why we even have our systems, processes and
desired results in the first place. It is about trying to ascertain an
understanding of how we make decisions that frame our work.
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119
Incremental Reform and Transformation
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239
Organizational and Learning Framework
© 2024 Coach2Reach | Confidential
240
120
Roadmap:
1. EXPLORING LEADERSHIP AND CULTURE
1.1. Leadership Styles
and Organizational
Culture
1.1.1 Enterprise
Agile Coaching Skills
1.1.2 Leadership
Styles and
Development
2. CHANGE PROCESSES AND STRATEGIES
1.2. Organizational
Culture and Alignment
3. COACHING THROUGH CHANGE
2.1. Organization and
Human Change Processes
2.2 Agile Transition and
Transformation Change
Strategies
3.1 Coaching and
Advising Leaders
3.2 Self-Mastery,
Professional
Development and Ethics
2.1.1 Business Case
for Change
2.2.1 Organizational
Assessments
3.1.1 Enterprise Agile
Coaching "Contract"
3.2.1 Learning
Journeys and
Professional
Development
2.1.2 Human Change
Process
2.2.2 Strategy and
Contract for Change
3.1.2 Professional
Coaching
2.1.3 Organizational
Change Process
2.2.3 Organizational
Impediments to
Change
3.1.3 Trusted Advisor
2.1.4 Bringing an Agile
Mindset to Change
2.2.4 Communicating
at an Organizational
Level
3.1.4 Engaging
Leadership in
Conversation about
Culture
1.2.1 Organizational
Culture Models
1.2.2 Approaches to
Culture Assessment
3.2.2 Personal and
Professional Mastery
3.2.3 Ethical
Considerations of
Enterprise Agile
Coaching
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241
Index
Learning Journeys and
Professional Development
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121
HR’s Role in Agile Transformation
being the support department
being on the fringes of change and
transformation
focusing on individuals
attracting and retaining functional
talent
hierarchical, fixed organization
structures
motivating employees extrinsically
rewarding employees individually &
annual individual performance appraisals
one-size-fits-all employee development
plans
enabler of the Agile transformation roadmap
in collaboration with executives
crafting and driving a culture and environment
that enables agility
focusing on teams
attracting and retaining t-shaped talent
team-based, networked and flexible
organization structures
leaning more towards intrinsic motivators
rewarding teams & continuous team-based
feedback
employee and team driven development
paths that embed and sustain the
transformation to Agile
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122
Organization Education
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246
Program Level Retrospective
123
Coaching Opportunities
Agile Talent & HR Health Radar Assessment
Visualize the full picture of the journey to an Agile HR with this radar.
Measure the health of your HR strategy and tactics to both Agile and
the new ways of working.
This radar looks at the following key dimensions: Organization
Design, Talent Acquisition, Enabling Effective Performance, Learning
& Development, and Agile HR Mindset.
© 2024 Coach2Reach | Confidential
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Roadmap:
1. EXPLORING LEADERSHIP AND CULTURE
1.1. Leadership Styles
and Organizational
Culture
1.1.1 Enterprise
Agile Coaching Skills
1.1.2 Leadership
Styles and
Development
1.2. Organizational
Culture and Alignment
2. CHANGE PROCESSES AND STRATEGIES
3. COACHING THROUGH CHANGE
2.1. Organization and
Human Change Processes
2.2 Agile Transition and
Transformation Change
Strategies
3.1 Coaching and
Advising Leaders
2.1.1 Business Case
for Change
2.2.1 Organizational
Assessments
3.1.1 Enterprise Agile
Coaching "Contract"
2.1.2 Human Change
Process
2.2.2 Strategy and
Contract for Change
3.1.2 Professional
Coaching
2.1.3 Organizational
Change Process
2.2.3 Organizational
Impediments to
Change
3.1.3 Trusted Advisor
2.1.4 Bringing an Agile
Mindset to Change
2.2.4 Communicating
at an Organizational
Level
3.1.4 Engaging
Leadership in
Conversation about
Culture
1.2.1 Organizational
Culture Models
1.2.2 Approaches to
Culture Assessment
© 2024 Coach2Reach | Confidential
3.2 Self-Mastery,
Professional
Development and Ethics
3.2.1 Learning
Journeys and
Professional
Development
3.2.2 Personal and
Professional Mastery
3.2.3 Ethical
Considerations of
Enterprise Agile
Coaching
248
124
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249
125