As agile coaching matures and moves towards becoming a profession, it will need to develop a framework of competencies that help practitioners and stakeholders to understand what good (or great) agile coaching looks like. As the Agile Coaching Institute develops its programs, we are using this competency framework to guide our work. (You can download the full description in our whitepaper, or find out about our competency assessments.)
Each competency area is described briefly below, with greater detail (and resources) on the linked pages.
Ability to act as a coach, with the client’s interest determining the direction, rather than the coach’s expertise or opinion.
Ability to facilitate the individual’s, team’s, or organization’s process of discovery, holding to their purpose and definition of success.
Ability to impart one’s experience, knowledge and guidance to help grow another in the same or similar knowledge domains.
Ability to offer the right knowledge, at the right time, taught in the right way, so that individuals, teams and organizations ingest and use the knowledge for their best benefit.
Ability to learn and deeply understand Agile frameworks and Lean principles, not only at the level of practices, but also at the level of the principles and values that underlie the practices enabling appropriate application as well as innovation.
Ability to get your hands dirty architecting, designing, coding, test engineering, or performing some other technical practice, with a focus on promoting technical craftsmanship through example and teaching-by-doing.
Ability to apply business strategy and management frameworks, product innovation techniques, six sigma or other business process management approaches, and other techniques that relate to innovating in the business domain.
Ability to facilitate, catalyze and (as appropriate) lead organizational change and transformation. This area draws on change management, organization culture, organization development, systems thinking, and other behavioral sciences.
Systems oriented leadership is one which draws upon Relationship Systems Intelligence (TM), or RSI. It is an evolution of the concepts of emotional intelligence (EQ), then emotional-social intelligence (ESI), and now RSI. It was developed by Marita Fridjhon and Faith Fuller of CRRGlobal. Systems oriented leadership sees leadership as a property of the system (e.g., team or organization) rather than a specific role or job.
We also are drawn to the idea of Catalyst Leadership, a term developed by Bill Joiner and Stephen Josephs. For the whitepaper, click here.