问一个专业Scrum教练:有效的教练的立场

似乎有无数的方法来帮助敏捷团队变得更加有效。在一天结束的时候,当谈到真正解锁敏捷团队的潜能,获取各种各样的利益专业Scrum提供人,团队和组织已经接受新的思维方式。如果你是Scrum Master,敏捷教练,或另一种类型的改变代理在一个组织,它可以是一个挑战,鼓励人们在他们的旅程接受新的思维和工作方式。

幸运的是,我们可以依靠教练来帮助我们工作。教练是一个没有导向性的会议的一个人,他们在旅行,帮助他们与他们现有的才华和智慧,并导致他们找到自己尝试新事物。此外,教练是至关重要的,使变化和转换。

Scrum.org问一个专业Scrum教练系列特色专业的Scrum培训师(pst)生活会话,回答你最紧迫的问题,情况你的Scrum团队面临的挑战。

在这个互动问PST会话由莱斯利·莫尔斯,你会得到答案从专业Scrum教练斯蒂芬妮Ockerman和史蒂夫宴会经常利用教练的立场在处理他们的客户。

记录如下:

0:03
欢迎来到scrum.org社区播客,播客的Scru亚博一百送一百m的家。在这个播客我们专业特点的scrum培训师和其他scrum从业者分享他们的故事和经验来帮助从他人的经验中学习。这一集是前一个记录我们的生活问专业scrum教练系列,现场观众提问的专业scrum教练。我们希望你能喜欢这一集。

莱斯利·莫尔斯破发
你好,大家好。欢迎来到Scrum.org问PST会议,我们将讨论如何有效指导的立场。我的名字是莱斯利·摩尔,一些员工与scrum.org。我很高兴能加入到我们的两个PST今天Stephanie Ockerman和史蒂夫宴会,我们将很快从他们那里得到一个快速的介绍。如果你不知道scrum.org,我们是Scrum的家,由Ken Schwaber, Scrum的创造者。和我们的专业scrum教练的茁壮成长,对我们的使命是帮助人们住在团队解决复杂的问题。我们通过使用Scrum。然后它不仅是培训,在scrum.org网站,你会发现吨的资源,您可以使用持续的学习,思想领导的scrum指南和Nexus指导和循证医学指南和其他东西我们出版。然后我们有我们的评估,提供领先的认证的scrum板或在scrum全球scrum社区。亚博一百送一百我的话让所有的黄色。 I'm excited about this conversation today. Coaching is a topic that I'm super passionate about. And I'm excited for us to have a conversation about how coaching can help us enable professional scrum within the world. So without any further rambling on my side, Stephanie, can you tell us just a little bit about you, when you became a PST? And maybe how you discover coaching just to help people orient to where you are in your own journey?

斯蒂芬妮Ockerman 2:10
绝对的。所以我的名字叫斯蒂芬妮Ockerman,当我成为太平洋标准时间,哦,我需要准备,老实说,我甚至不能起床。七、八年前,这样的。和时间,你知道,正如我们所知,最近有点靠不住的。所以我运行敏捷性业务,称为敏捷袜。我做很多关注训练,因为我认为这是超级爱基础专业scrum培训课程。还有我们需要引入额外的事情。所以我做我的教练发现,

我,我真的Scrum管理者角色产生共鸣,我打了所有的角色,你知道,我的人格的某些方面和技能,我可以把所有的Scrum团队中不同的角色。但我真的很喜欢我的部分原因是scrum管理者的角色,这是我的道路是scrum master,意识到,你知道,,,他们谈论这事叫教练,站和便利化,和其他人,你知道,他们谈论这些不同的东西,能够教我意识到我真正需要的增长很可能是指导技能。所以我去一次旅行,

做了一些研究,跟一些人在敏捷的世界,我真的尊重和知道这些训练的技能,对自己的旅程,最终的路径做了五匹马通过公司培训系列活动指导。我从一开始就几乎连接,真正的鸽子,哇,这是一个更大的世界比我想象的,再说一次,这使我产生了共鸣。你知道,我想说的不只是与scrum管理者角色,但就像在生活中,我可以看到许多的可能性。所以我去潜水,我继续,继续,我继续旅程,因为还有更多继续揭露这使我试图把我做的工作。所以创建一些访问资源内容,在线视频培训的帮助Scrum管理员或者像我真的不需要投资完整的专业教练培训,

能够理解教练可以,它会带来什么。所以有一些不仅仅是Scrum,教学只是便利化,其他的敏捷实践。我想教练是你层到一切。这是在发现和30太棒了。

莱斯利·莫尔斯4:54
谢谢你,斯蒂芬妮。史蒂夫,你呢?

史蒂夫宴会结束前
嗯,嗯,我是一个专业的Scrum教练为Scrum.org

四年了,我们五个,我想,这只是飞快地过去了,就像史蒂芬妮说,你知道,年和70年合并成一个。和它一样疯狂。是的,所以我一个scrum教练已经四五年了,爱死它了。我喜欢帮助人们的工作在这个复杂的世界。不过,我的背景之前,我是一个开发人员,

这些问题,我们什么时候可以有这个?你知道,所有这些复杂的区域,和作为一个教练,被从软件背景,我经常发现自己,为什么这么难呢?做事情吗?为什么它是如此困难?为什么我可以不回答这些问题是合理的问题,和我为什么?为什么我感觉如此糟糕,我不能这么做?很自然地,我倾向于scrum管理者的角色。你知道,这绝对是说有一个教练的技能,我真的很想探索这是什么意思,你知道的,我想说一个scrum master。但是有方面的技能,指导。我从来没有,在我的职业生涯在这一点上,真正进入任何关于指导,我看过的人做教练,或者我认为是教练,然后经历类似的路线,斯蒂芬妮,相互作用的。 And there are other other coaching places out there, as well, as Stephanie and I both went down the same route, probably for the same reason. And within the first 510 15 minutes of being on a course, and experiencing coaching. It was like, wow, it was like going, you know, this going through the looking glass. It was just like, What is this world that we've gone into, you know, I felt quite comfortable being part of the scrum world and being a scrum trainer, then all of a sudden, what is this place where, you know, I'm exploring feelings, I'm exploring what why I get triggered certain ways, why I act ways and how I can help other people find similar kinds of things out for themselves to be the best that they can be, you know, to fulfill their potential. And that is one of the great things about being a coach, you know, interlinking into what Stephanie was saying about being a servant leader. It just helps people reach their potential. And we'll have a conversation along the way, we'll learn something and we'll move on. So I'm relatively new to be a coach, a formal coach. And I've kind of been doing it for a long time, my career because a lot of people I've worked with is often supporting and helping them as like, what can we do to help move forward? So it's kind of naturally fitted together? Yeah,

莱斯利·莫尔斯兴起
让我们我们真正进入讨论之前,已经像,我看到一些人把问题进聊天。林赛,他是Scrum.org的一部分员工将帮助我们被监控的聊天和任何技术支持。但是如果你想确保你的问题出现在队列中,对于那些将探索与斯蒂芬妮,史蒂夫,请务必把你的问题问答功能,因为今天的主持人,这就是我看到的是拉的问题我们会要求他们。和之前那些,因为有一群很好的进来了。让我们谈谈这个词教练只是一分钟。你知道,有时候我们笑话在敏捷领域像首都敏捷和小写敏捷,喜欢这些话是不同的。我们的讨论资本C教练。当我们想到敏捷教练能力框架,对书中指导敏捷团队,丽莎Adkins发表,我想,大约21年前的现在,和你的教练,是四种主要立场指导,教学、促进和指导。教练在这个例子中,这个词是受所谓的专业指导,对吧?纪律和道德规范和专业教练的能力和技能,正确的,尤其是ICF国际教练联合会定义的,或欧洲辅导和指导委员会emcc。 So when we're talking about coaching, that is what we really mean today, the professional coaching skills, and how they influence the way we show up as we're Scrum Masters or agile coaches or product owners or agile leaders. And when we are choosing intentionally, to bring those skills in to how we serve the people, teams and organizations that we're working with. So like just want to route in for a minute, what we mean by coaching. And both of you sort of alluded to in your introductions that as you study professional coaching, it inherently impacts who you are as a person and you start sprinkling in coaching skills and coaching techniques to like all All of the ways that you work. But one of the things that I really appreciate about the use of the word stance when we think about coaching is that it is you are forced to make the intentional choice, given the situation I am in right now, with this individual or this team, I am going to choose to have a coaching conversation or choose to be in a coaching stance, because that will best serve this situation, how do the two of you decide that that is the right move to make, in any given moment, like unzip your brains for us and kind of unpack that decision making logic?

史蒂夫宴会星期日晚上
肯定要先走或一个医院,但是

斯蒂芬妮Ockerman 10:51
我爱它。我爱它。这样的一个大问题。喜欢,我怎么做决定?好了,好了,所以对我来说很大程度上取决于假设我有一个scrum master这些不同的角色。如果我是一个scrum master, scrum团队的一部分吗?你知道,我们开始吧。公开jority人,都已经或将会在这种情况下。你知道,我真的看建立,这支球队呆在那里呢?和个人在哪里是团队的一部分吗? And then a little bit of organizationally, right, you can have a service to the organization, but I am probably starting with individual team, and understanding like what's going on in terms of the development of the team's identity, right, like real cohesion there. And that, of course, is going to impact the team process. But that's kind of another aspect of like, that's the are we delivering value frequently, with quality, right? Like that's, are we getting done frequently? And then the team identity is like, who are we right? And do we like, really like bold? This? Are we like operating as a team that cares about and measures our success results? So those are a couple of the things that I have been looking at to see like, where are the challenges. And so if I see that, especially the team identity aspect is really not been growing, or maybe just attention hasn't been put there, or things have changed, that we've gone backwards. That is typically a science. More coaching, more of a coaching approach and more formal coaching approach. So that's like one example of like, how I make that how I decide. And I also want to point out if people can be in different places, right, so like, there's the team, and then there's the individuals. And so I'm always looking at the different levels is something that is kind of a word, I'll use to call it a coach as an individual level, like which one when it comes to the organizational level, which is still made up of individuals, right. So sometimes there are individual one on one coaching conversations of having I shouldn't say sometimes, often there are, and I will tend to establish that with team members when I joined a team, or we're starting up a team, making sure we have that place that we can always have a coaching conversation available to us on a regular cadence, and making it clear to them like, what does it mean when we're having these conversations, it's like when I am part of your scrum team. And when we have these conversations and coaching, and here's what that means. And I do the same when I'm working with certain key stakeholders. And sometimes I'll have those relationships where we'll have one on one coaching conversations with certain managers or other key stakeholders as well, depending on my role in that specific instance. So that's one example of like, find a scrum master. And I'll go ahead, I have other examples that we can share. But I'll go ahead and toss it to you to see if you want to add to that or bring in another scenario.

史蒂夫宴会14:02
这是类似的风格是你自己。我倾向于做的是看,我的意思是,我学到的第一个关键教训了,不解决。就像,好吧,这里有这个问题,各位,我们要做些什么呢?当你拿回一脸茫然,就像,现在这里我们需要交谈。我们如何前进?你知道,我可以告诉你,你需要版本API,我可以告诉你,因为这是我的经验可能是错的。所以我们要做些什么呢?通过探索教练就像,好吧,我们可以做的最好的事情是什么?我不知道我为什么没有我们开始使用这些技能,强大的问题吗?我们推进呢? What what are we trying to achieve? So you have those conversations, but also you're picking up on those subtle nonverbal communication you're getting from people you know, that you know, active listening with three, three levels of listen thing, are you actually listening to your own voice just coming out? Or actually you're listening to what they're saying and thinking I'm gonna respond this way? Or are you thinking actually? Okay, yeah. taking it all in and absorbing what's going on in the dynamics of the team? So it really depends on the situation, the your relationship with the team, and the organization, to, when do you take in go in between the different things. There's a book that I'm reading at the moment, the badass coaching or something like that by Robert galley. Like, yeah, and he talks about, you know, switching between the stances between the skills, quite rightly, because we're going from one to the another. And if you were coaching somebody at a sea level area, and you're saying, Well, how does that make you feel? You know, that kind of thing. And they may push back on this and say, What do you mean talking about further want to talk about feelings? I just want that problem solved. So then there's that aspect of okay, well, we're going to come a different way. And we're going to be maybe a bit more consultancy, we're going to do a bit more advisory and but we're going to still be going through to the actual getting through to the the nub of the problem that we're trying to solve and help that person see that problem, as well as opposed to think it's not my problem to worry about. So picking on what Stephanie was saying, it depends on the situation that you're in, wanting to switch, but it just comes with a bit of practice. And you could tell what it falls flat, because it falls flat. And you just go okay.

莱斯利·莫尔斯16:24
是的,我没听到你说的这种关系明确早期的一个问题,我们已经从我们的参与者,丹尼尔·科恩,他说,你有什么方法来转移之间的实时指导,指导,咨询教学吗?也许是对的吧,所有的或便利在这些不同的立场。我没听见你说的一件事,当你考虑这些在当下的选择指导道德实践,必须征得你教练的人,像,你知道,你没有意见,否则你只是做诡辩的,复杂的心理操纵的人。所以当你考虑不仅指导启发,但实际上选择教练的对话和导航之间不同的立场。如何熟练地工作吗?知道你想做道德吗?是的,

史蒂夫宴会17:27
我是否所做的,在过去,它极大的失败,只是只是说,嘿,我能问一些问题吗?我很好奇,邀请人们在说,要么说不,或者是的,或者,你知道,这样的事情。但是,嘿,我很好奇。我有一些问题,好吧,如果我问他们,因为那邀请你,我正与人是指导一个团队,他们没有得到他们没有走这条路,不管出于什么原因。和团队很不情愿的教练,或者教练谈话。这是,他们没有,他们不想要它。所以从来没有发生,直到你知道的,我们要求该权限。嘿,这是好的,如果我问一些问题吗?从那里开始?

斯蒂芬妮Ockerman 18:14
是的。这就是我意思,建立定期的谈话。的一部分是周围的教育指导和要求同意。一块,我想加入,我发现非常,非常棘手,特别是之前的培训指导,就像,有更多的工具和事情。也更多的能力有一个非常明确的讨论机密性的喜欢,是什么说,并确保,我不使用一些有人告诉我我的电话,一对一,像丢了一个炸弹在一个团队工作会议,不喜欢道德方面的,对吧?让我们清楚经理的团队在什么是保密的,什么是不共享的,但是需要共享,因为我的责任作为一个scrum master,没错,我负责团队的其他成员负责,经理是负责什么,他们的角色是什么,因为并不是每一个管理者的作用是相同的。所以我总是确保我有一个非常强烈的团队和经理的关系。和我很幸运,这通常是同一个人,就像很多不同的经理。但是真的能够帮助经理理解像,我需要你信任我,我需要你相信团队就像我你知道,我们如何找到我们如何知道这条线是在我来的时候给你的东西,也明白了所有团队成员的因为我不真的想要我来经理吗?对吧? Like, it all depends on context of what the situation is. But like kind of, again, taking responsibility and ownership, like encouraging others on the team, right to bring conversations to managers first, you know, in that situation so, so yeah, like, I think that is an important aspect is to educate on what we mean by coaching. And to Steve's point, you might realize, like, oh, I kind of need a coaching conversation with this, these people over here. And that's, we haven't established that. Right. And so that might be a little bit of an in the moment, it might feel less formal. But you know, you can do a quick little education on like, look, here's, here's what, here's what coaching is, here's why I think this is a helpful approach. Here's a quick little design designed to lions as a terminal, here's some times, you know, from from different coaching education institutes, but you can do that very quickly. And, you know, in a way that I think, honors, transparency and the ethics of that.

史蒂夫宴会