Coaching – A panic virus is spreading
Coaching – OOP Conference 2016
A great event. Like every year. This year we were even able to appear three times, met lots of interesting people and attended all kinds of exciting (and less exciting) presentations.
However, I would like to get one thing off my chest here, because it became clear once again at OOP2016: A kind of panic virus is spreading in the agile software community, something like a coaching phobia. It is becoming increasingly dangerous to announce loudly and proudly that I am a coach and that I like being one. Coaching is increasingly becoming a dirty word and some conference organizers are even considering removing this topic from the track list altogether.
Why is that? In recent years, coaching has been over-hyped as a panacea for problems in software development. If a consultant did any training, a high percentage of it was in coaching. ScrumMasters are being developed in this area and even retrospectives seem to be increasingly becoming a place for self-revelation by individual team members rather than a way to find ways to improve collaboration on the common goal. At the beginning of meetings, the sensitivities of those present are scrutinized with a deep gaze and a soft, gentle voice, as if we were in an anonymous self-help group. Words are chosen carefully so as not to offend anyone. If you can’t do that, it’s better to keep your mouth shut.
Many technicians can do nothing with these developments. They shake their heads silently, roll their eyes and avoid conference rooms where interpersonal communication topics are discussed. Unfortunately.
What it is and should be about is finding a good balance between technical expertise and communication skills. Only the interaction of all these skills can ultimately lead to the desired result, namely TO DEVELOP AND DELIVER GOOD AND FUNCTIONAL SOFTWARE.
Technical skills, the “knowing how” is of course a decisive factor here. System luminaries are mentally challenged. They work highly creatively, systematically and logically at the same time. The slightest lapse in concentration can have major, unpleasant consequences. So if there are difficulties in the team, this is a distraction. If a developer feels over- or underchallenged, unfairly treated or misunderstood, they cannot give their full performance. Coaching provides valuable help here. In discussions with the customer, knowledge of coaching techniques can help to obtain important information about requirements that would otherwise never have been given. Reflection and further development of team performance can be supported by tools from professional coaching and accompanied in a targeted manner.
Nobody has to change their voice, shake hands or dance around a candle. We promise.
Agile software development – as I understand it so far – is neither about coaching nor about technically sophisticated gimmicks. It’s about software. Technical skills and communication skills are important tools that help teams deliver good results together.
I am proud to be able to make a contribution as a coach and trainer by supporting teams and managers in difficult situations and passing on my knowledge in training sessions. Also at conferences. Please and thank you.
