AgileByExample

Nadja Macht

Until recently, Nadja Macht has been working as VP of Engineering at Jimdo, a medium-sized software company in Germany. She started her career as an Agile and Systemic Coach in 2011. She accompanied the organization through times of crisis and evolution from being a startup to becoming a strategically thinking grownup. Nadja has coached and trained diverse international ICs, and tech and non-tech teams in applying agile and lean principles, continuous improvement, self-organization, leadership, feedback, and facilitation.
Since 2016, Nadja has educated Agile Coaches in cooperation with a local consultancy in Hamburg.
To share her experience in coaching, organizational development, and leadership, Nadja has just started her own business as an independent leadership coach.

Effective Agile Coaching

While the idea of "Agile" has been around for roughly 20 years, Agile Coaching earns more and more criticism for being ineffective and dysfunctional. Hardly ever is this criticism accompanied by practical advice.

In my talk, I want to cover two essential aspects and give advice. One of them is the trap of self-assignment. The other one is a model or tool to keep your relationship with your coachee(s), the system, and the problem you are coaching on in check.

I believe that with more clarity about our assignment, stronger alignment, and a clean coaching stance toward our (internal) clients, we have more capacity to balance our attention between serving individuals, teams, and the collective interest of the organization. We have a setup for success and can be more effective coaches.

Workshop—Group Coaching for Agile Coaches

Effective Agile Coaching requires maintaining the balance of working closely with the team while remaining relatively independent of the team dynamics. Still, Agile Coaches need to be aware of the dynamics within and between the team and the wider system. The dojo is supposed to provide a safe space for self-reflection on your stance as an Agile Coach, your relationships with your (internal) clients, and the broader system. You'll increase your capacity to balance your attention between serving individuals/teams and the collective interest of the organization.