Hi Bob. I have been following you for a while, and like your often wise takes on things.
This article resonated more strongly than many though. I am in a very similar situation as Quentin - having been an independent technical coach for 20-odd years, I have had to take refuge in full time positions in companies, and like Quentin I am finding absolutely zero appetite for meaningful change despite plenty of low hanging fruit, which is hugely frustrating. The need for "two to tango" (and change) is something emphasised by any half-decent coaching course - the coachee has to *want* to change. You cannot just leap in and tell people to change.
The question is what to do when caught in that situation? A wise person once advised me thus: Grit your teeth, and take the paycheque if you need it, but look for an escape route since working against your values will eventually wear you down. But do find and help those who want help while you're there.
I had three thoughts about Quentin and your situation. Please feel free to ignore them as you did not ask me for advice. ;)
First, it sounds like taking a full-time job at a company is considered a degradation. If you feel it like this, it will show. Who wants to follow someone that is not feeling well in his current position?
Second, how much time has passed? One of the big differences between external and an internal coach is that the externals is believed immediately (sunk cost syndrome - we paid so much money, his advice must be worth it), while the internal must first build credibility (prophet syndrome - no recognition in your own home).
Third, I did not understand what keeps you from harvesting the first of the low-hanging fruits and letting others enjoy them. Yes, you still need minimal support, but a lot less buy-in than for big change. Yes, those are nothing compared to what you can do, but a small fruit basket can be more convincing than the tale of fruit farms that would be possible "if only". Doing unglamorous things can build a lot of reputation - for an internal coach.
And yes, I can be totally out of line here. I am so glad that I have a job - unlike many other Scrum Masters or Agile Coaches - and that I have even time to be unhappy - instead of grinding through task after task, like so many software developers.
1. Money is not a costly signal. Just because someone hired you it does not mean that they really want to change. Maybe it is just to calm down their conscience. Think of gym subscriptions.
2. I often compare Agile Coaches to Diet Coaches. If you taught the basics and there is no change, go for one of the other two out of three options: Love it, change it, leave it.
Hi Bob. I have been following you for a while, and like your often wise takes on things.
This article resonated more strongly than many though. I am in a very similar situation as Quentin - having been an independent technical coach for 20-odd years, I have had to take refuge in full time positions in companies, and like Quentin I am finding absolutely zero appetite for meaningful change despite plenty of low hanging fruit, which is hugely frustrating. The need for "two to tango" (and change) is something emphasised by any half-decent coaching course - the coachee has to *want* to change. You cannot just leap in and tell people to change.
The question is what to do when caught in that situation? A wise person once advised me thus: Grit your teeth, and take the paycheque if you need it, but look for an escape route since working against your values will eventually wear you down. But do find and help those who want help while you're there.
I had three thoughts about Quentin and your situation. Please feel free to ignore them as you did not ask me for advice. ;)
First, it sounds like taking a full-time job at a company is considered a degradation. If you feel it like this, it will show. Who wants to follow someone that is not feeling well in his current position?
Second, how much time has passed? One of the big differences between external and an internal coach is that the externals is believed immediately (sunk cost syndrome - we paid so much money, his advice must be worth it), while the internal must first build credibility (prophet syndrome - no recognition in your own home).
Third, I did not understand what keeps you from harvesting the first of the low-hanging fruits and letting others enjoy them. Yes, you still need minimal support, but a lot less buy-in than for big change. Yes, those are nothing compared to what you can do, but a small fruit basket can be more convincing than the tale of fruit farms that would be possible "if only". Doing unglamorous things can build a lot of reputation - for an internal coach.
And yes, I can be totally out of line here. I am so glad that I have a job - unlike many other Scrum Masters or Agile Coaches - and that I have even time to be unhappy - instead of grinding through task after task, like so many software developers.
Great comment, Chris. It made me think of sharing this additional post - https://rgalen.com/agile-training-news/2023/6/24/staying-in-your-lane
This reminded me about two posts I wrote:
1. Money is not a costly signal. Just because someone hired you it does not mean that they really want to change. Maybe it is just to calm down their conscience. Think of gym subscriptions.
https://djkunar.substack.com/p/money-is-not-a-costly-signal
2. I often compare Agile Coaches to Diet Coaches. If you taught the basics and there is no change, go for one of the other two out of three options: Love it, change it, leave it.
https://djkunar.substack.com/p/change-agents-need-to-make-tough