Coaching a Transformation Team and Individual Leaders
For a team performance and tools company, Lyssa is coaching the team of coaches who are focused on spreading agile ways of working to improve the performance of the company’s own teams. Through a series of facilitated sessions, Lyssa helped this new team of coaches discover why each of them is essential, who they are to each other and then to generate the resonant inward- and outward-facing visions they agree to pursue together. Along the way, she coached them to process the (natural) tensions that had grown between them and to liberate the “holdbacks” that limited their ability to genuinely converse and collaborate. She is also working with them, and their organizational leaders, in one-on-one coaching & mentoring relationships aimed at maturing their individual leaderfulness and increasing their impact in the organization. In many cases, she is using The Leadership Circle Profile to help these leaders see their leaderfulness more clearly, get familiar with the limiting beliefs that hold it back and take one-step-at-a-time to mature their leadership capacities.
Coaching a Board of Directors
The organization was thoroughly Agile, and the Board of Directors had a lot going for it, but there were some areas of dissatisfaction. The Board meetings ran over time and didn’t accomplish everything members hoped for, the tolerance for difference and conflict was low, the same topics came up again and again and decisions were hard to make and make stick. The Board engaged Lyssa to help them improve their human systems dynamics to address these symptoms. Lyssa coached the Board live during two of their Board meetings. Through her in-the-moment interventions, a short list of practices got created that became the Board’s “fieldwork” during their small group interactions between the Board meetings. In the third Board meeting, the Board was “flying solo” to test the sustainability of their new capabilities: conscious meeting design and intention setting, achieving clarity and alignment, tolerating differences of opinion more and making clear requests, to name a few.
Shift Events for Agile Communities of Practice
For a European bank, Lyssa was engaged to create custom-designed learning events to “shift up” a whole Agile community at a time. These online half-day events started with the Product Owner Community of Practice which wanted to increase their capability on working with the everyday, complex situations they find themselves in. Lyssa introduced these 50 Product Owners to a more holistic way of seeing complex situations (the Integral Model) and walked them through applying it to better analyze their real-life situations and devise multiple intervention options to improve the situation. The Agile Coaching community wanted a session for their 20 colleagues to better understand how to support their Product Owners and know how they could better “be there” for them. For this shift event, the Agile Coaches were exposed to the same analysis model as the Product Owners but then were taught to use it in another context, as well. They used it to consider how they could best create a stable and resilient relationship system between themselves, the Product Owners, the Scrum Masters and the Line Managers to work with complex problems, one after the other, but also create the conditions for enjoying a relationship system that is finely tuned to consider that “every problem is workable as long as we work on it together.” The final shift event was for the community of 50 Scrum Masters so that they can more fully step into the power and purpose of the Scrum Master role to make real their intention to “lead and be the change we want to see.”
Do you think we should work together?
(let’s find out)
