what makes a great product coach?

What makes a great product

coach?

Presented byKevin Burns

@ ProductCampNov. 12, 2016

[email protected], @kevinbburns

Kevin BurnsAgile Coach

Org Cultural Change Agent

[email protected], @kevinbburns 2

Agenda

• Goals and Objective• Survey• Coaching topics:

• Background• Child vs Adult Learning Styles• Socratic Method • Scientific Management vs Servant-leadership • Shu Ha Ri• Leading Minds

• Exercise: Top Ten Great Coach Attributes• Exercise: Great Coaching Practices• Exercise: Agile Principles


Goals & Objectives

• Increase our understanding of what we believe makes a great coach

• Learn new coaching techniques

• Recognize some of the coaching practices in place today

• Identify new coaching practices we want to try


Text ‘kevinburns785’ to ‘22333’,

and then type A, B, C, D

Culture Survey


Westrum Model: How orgs process info

Pathological Bureaucratic Generative

Power oriented Rule oriented Performance oriented

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 scapegoating Failure justice Failure inquiry

Novelty crushed Novelty problems Novelty implemented


Coaching, Mentoring, Learning

How do we learn?

What helps us learn?

How psychologically safe is our environment?


Child vs Adult learning styleChildren (Pedagogy) Adults (Andragogy)

Rely on others to decide what is important to be learned

Decide for themselves what is important to learn

Accept info being presented at face value Need to validate the info based on their beliefs and experience

Expects what they are learning to be useful in their long-term future

Expects what they are learning to be immediately useful

Have little or no experience upon which to draw –are relatively “clean slates”

Have much experience upon which to draw – may have fixed viewpoints.

Little ability to serve as a knowledgeableresource to teacher or fellow classmates

Significant ability to serve as a knowledgeable resource to trainer and fellow learners.


Four Types of LearnersLearner Tactics

Visual Learners prefer to see info and to visualize the relationships between ideas

Give them charts and graphics, make your presentation highly visual and show relationships between your points

Auditory learners prefer to hear info rather than reading it or seeing it displayed visually

Give them a chance to repeat your points back to you by asking questions, calling for audience participation

Reading/Writing learners prefer to interact with text more than hearing or seeing it graphically

Give them written quizzes or a chance to write what they are learning and give them handouts to read.

Kinesthetic learners prefer hands-onexperiential learning; they learn best by doing.

Give them exercises that get them out of theirseat and into role play type exercises.


Socratic Method

• Cooperative argumentative dialogue, based on asking and answering questions to stimulate critical thinking

• Method of hypothesis elimination

• How can we validate what we don’t know?

• How can we turn unknowns into knowns?

• Help team members arrive at their own conclusions based on Q&A. Don’t give answers away, rather, ask questions that guide team members to the right answer.


Scientific Management vs Servant LeadershipScientific Managers Servant Leaders

Study tasks of others Help others complete their tasks

Develop employees Promote teamwork over individual heros

Provides detailed instruction and supervision

Doers know best how to improve, help find way forward

Divide work nearly equally between managers and doers

Remove barriers to improvement/progress and facilitate teamwork


Shu Ha Ri

• Shu, the student copies techniques without adapting them. • Learn

• Ha, the student reflects on what’s been learned and breaks free from traditions.• Practice

• Ri, the student is now a practitioner extending the art. • Innovate


Teams are motivated by… 1. Distinct vision and mission, a view of future state

OKR = Objectives and Key Results

2. Foster personal growth and career developmentDo we foster a learning culture?

3. Recognize performance, celebrate success Did we achieve our Key Results?

4. Listen to employee comments, complaints, ideas and take action where appropriateHow psychologically safe is your environment?Are you a Server Leader or a Scientific Manager (or both)?

5. Encourage and empower employees to be self-directedAre you encouraging experimentation?Do you have a generative environment?


Quotes

“Control leads to compliance; autonomy leads to engagement.” Daniel Pink

“Treat them like volunteers” Mary Poppendieck

“Quality tends to fan out like waves” Robert M. Pirsig


Leading Minds


The Zen Master

1. Lead from the inside-out2. Bench the ego3. Let each player discover his own destiny4. The road to freedom is a beautiful system5. Turn the mundane into the sacred6. One breath = one mind7. The key to success is compassion8. Keep your eye on the spirit, not on the scoreboard9. Sometimes you have to pull out the big stick10. When in doubt, do nothing11. Forget the ring


Edward DemingStatistical process control and PDSA (Plan-Do-Study-Act)

1. Appreciate the system Are you aware of your constraints?

2. Understanding variation How dynamic is your environment?

3. Psychology Are you safe?

4. Epistemology How are you developing knowledge?


Lean Startup

Build Measure

Learn

Value

Use a scientific method to [email protected], @kevinbburns 25

Exercises to try


Exercise: Top Coaching Attributes

1. Everyone writes their top coaching attributes on individual posted notes

2. We take turns putting them on the board into themes

3. We rank them in terms of important/value in our work environment

4. We discuss how to put them into practice


Exercise: Great Coaching Practices

1. Everyone writes their top coaching practices on individual posted notes

2. We take turns putting them on the board into themes

3. We rank them in terms of important/value in our work environment

4. We discuss how to put them into practice


Exercise: Agile Principles Survey Review

1. Conduct an Agile Principles Survey

2. Review and discuss results

3. Where are we doing well vs not so well?

4. What can we do to improve low preforming areas?


Wrap-up questions

• What did you learn today that you want to try?

• Is there anything blocking you from trying it?

• When will you try it?


?

[email protected]@kevinbburns


Appendix


Video Recap Pulls these concepts together


Great coach references1. https://www.ncbi.nlm.nih.gov/pmc/articles/PMC1765804/pdf/v013p0ii22.pdf2. https://www.linkedin.com/pulse/teaching-adults-what-every-trainer-needs-

know-adult-bruce-d-3. https://www.amazon.com/Eleven-Rings-Success-Phil-

Jackson/dp/1594205116?ie=UTF8&*Version*=1&*entries*=04. https://en.wikipedia.org/wiki/Shuhari5. http://martinfowler.com/bliki/ShuHaRi.html6. http://www.mentalgamecoach.com/articles/CoachingQualities.html7. http://www.fastcompany.com/3031708/the-future-of-work/5-crucial-

emotional-intelligence-traits-of-highly-effective-leaders8. http://www.iidmglobal.com/expert_talk/expert-talk-

categories/leadership/coach_mentor/id42522.html9. https://blog.prezi.com/the-four-different-types-of-learners-and-what-they-

mean-to-your-presentations-infographic/


what makes a great product coach?

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