The Coaches Role as Advisor
The other day, our masterclass discussed the Agile Coaches' responsibility to correct their clients' misconceptions about Agile. The example we used, quite a common one, was the interpretation many leaders have about Jeff and JJ Sutherland’s book Scrum: The Art of Doing Twice the Work in Half the Time.
Leaders in Agile contexts often misinterpret the book's intent and the discussion surrounding whether and how to correct a client’s understanding of a critical aspect of agility.
Someone couched this as “incorrect beliefs.” I liked that phrasing.
Now, back to the question. Your client (a leader, a leadership team, a product Owner, a Scrum team, an architect or designer, etc.) expressed an incorrect belief. Should you correct them? And how so?
First
Consider the individual's role and the power they wield in the organization. In other words, the incorrect belief impacts the organization.
Also, consider the personal risk if you challenge your client. Things like organizational psychological safety, power dynamics, and your relationship with the client all come into play.
Also, consider your Agile Coaching ethics.
Second
Ensure you’ve been invited to be an advisor to this client as part of your coaching agreements.
If you decide to say something, strategize how you’ll approach your client. To me, this is not a traditional coaching conversation. Instead, it is a simple, peer-to-peer advisory conversation.
Sometimes it’s helpful to have a metaphor for your role here. You could think of yourself as—
Truthteller
Clarifier
Translator
Wordsmith
Guide
Navigator
All toward steering away from—Incorrect Beliefs.
How?
And how do you go about it? With the following considerations—
Assuming positive intent
Without judgment
From a perspective of—I care about you
With relationship and trust
Finally
Make sure you land your points or set appropriate expectations. The example we discussed in the Herd was potential reactions to Jeff and JJ Sutherland’s book—
And the fact that the title has been misunderstood and taken out of context in many agile instances. Misleading leaders into thinking that Agile implies a silver bullet of some sort. In this example, it’s your job as a coach to engage in the crucial conversation to realign your client with their context and reality. No matter how challenging or dangerous that effort might be.
Stay agile, my friends,
Bob.