Podcast 0002 - Agile Coach is a Bullshit Job (and how to change that) | Series: Inconvenient Truths

SUMMARY

In this episode, we dive into a controversial yet necessary conversation about the role of Agile Coaches, examining why it is often viewed as a "bullshit" job.

We discuss how many Agile Coaches lose connection with the teams they are supposed to support, focusing more on high-level processes rather than on-the-ground realities.

The episode highlights common pitfalls like excessive reliance on workshops, jargon, and theoretical models, and proposes practical solutions such as adopting a "boots on the ground" approach and embracing the role of a Mentor Leader.

Explore how Agile Coaches can reclaim their value and truly drive organizational success.

AUDIO VERSION OF THE PODCAST

PODCAST SCRIPT

This podcast Agile Coach is a Bullshit Job, is the first podcast from Elite Agile in the series Inconvenient Truths.

Today, we're diving into a topic that might ruffle a few feathers, but, it’s something that needs to be said. Why being an Agile Coach, often is a bullshit job, and more importantly, how we can fix that.

Now, don’t get me wrong, I’ve been in the Agile world for years, I’ve seen the good, the bad, and the downright ugly.

But today, we’re going to tackle some hard truths.

If you’re an Agile Coach, or working with one, this episode is for you.
So, buckle up and enjoy listening!

 Why is the role of an Agile Coach often seen as a bullshit job?

In my experience, Agile Coaches have pretty big egos, many times, and have difficulties with getting -out of the way-. Difficulty acting from the space of Mentor Leader.

Also, what I have seen, over and over again, is that Agile coaches are busy with: Creating high-over Way of Workings. Convincing management that what they think, is the best way.

Busy creating PowerPoint presentations, holding workshops, and lots, and lots, and lots, of meetings.

Using fancy words, and abbreviations, like OKRs, which does not resonate with the team members, and many times, also not with management.

Using “fun” tools, like all kinds of different, and “interesting”, “enlightening”, workshop forms.

In other words, Agile coaches are often not with their Boots on The Ground, and therefore lose connection with the teams they are supposed to support.

Now, let’s have a look, which type of Problems this causes for Teams, and Organizations.

Like I mentioned before, Agile Coaches many times are not with their boots on the ground. And because of that. They have no idea what challenges the teams are facing. They THINK they know.

Because of that, they don’t know what the team really needs. They THINK they know.

And because of that, they come up with solutions that the teams, and management, do not really need.

Because of that, they lose contact, and the support, first from the teams, and later on from management.

And, because of that, finally, the Agile Coach is fired.

 Now, a new one is hired, a person who should do better.

But, because the new Agile coach runs into the same trap, the whole cycle repeats itself. Again and again.

And, the risk that Agile slowly, and sometimes fast, dies out, becomes bigger and bigger.

So, how do we fix this?

The first, and most important thing, is that an Agile Coach needs to have his or her Boots on the Ground.

Work in teams.

Work with the teams.

Experience firsthand what the challenges are the teams are facing.

Experience firsthand what optimizations are possible.

Experience firsthand the dynamic within the teams, and management around the teams.

Secondly, it is crucial that the Agile Coach can -get out of the way-, act as a Mentor Leader.

Not act as a “Leader” who needs to show that he or she has “it” under control.

The Agile Coach also, should not become an Agile dogmatic.

When Agile becomes dogmatic, Agility runs out of the door.

The Agile Coach not only understands LEAN but has LEAN thinking and acting in his or her DNA!

That, the Agile Coach, is like the captain of a ship.

A captain who does EVERYTHING to protect his crew when the ship is sinking, who is prepared to die while doing so.

Translated to a business environment: As an Agile Coach, are you prepared to lose your job while fighting for your team(s)?

 So, the question is now, how to get there?

The aspects I mentioned, causing why the Agile Coach role has become, many times, a bullshit job, and how to solve that, are challenging.

While:
The solutions go against your own survival instinctual behavior.

It is a challenge while:
Your testosterone, represented by being an alpha, is still very high.

It is a challenge while:
You have become an Agile Coach but did not “paid your dues yet.”

Sorry, but there is no way around that Wisdom, maturity, and mastership comes with the years of experience; therefore, years are needed.

It is a challenge while:
Most of the time, you do not have enough knowledge, about applied psychology.

And, you do not have enough knowledge, about the nonvisible, organization, and team, dynamics.

It is a challenge while:
Your focus is primarily on the processes, because that gives you guidance, and a feeling of “this is what I know, this is what I’m good in”.

In other words, a feeling of being on the safe side.

 A feeling of feeling safe.

An instinctual behavior, which is supporting you.

 But, many times, not the teams, and therefore, many times, not the organization.

It is a challenge while:
In my experience, for people, younger than 40 years. You need, more experience, to be able to detect what is really going on, and after which, you can detect what is really needed.

Most of the time it is not more fancy words, tools, and workshops.

Most of the time, you need, down to earth, easy to understand, easy to use, way of workings.
Supported by easy to understand, and easy to use tools.

Elite Agile offers you support with proven micro-way of workings. They are used within Hybrid Agile organizations.

But, also supports you with the Team Creator Course (TCC). To put you on a fast track of gaining the wisdom required to become a Mentor Leader.

Off course there are other ways to gain this knowledge.

But, this is how Elite Agile can support you on the path to become a true Mentor Leader and ultimately become an Elite Agile Coach.

To wrap it up

The role of an Agile Coach doesn’t have to be a bullshit job.

But, it’s up to each of us, to make sure it isn’t.

By staying grounded, acting as a Mentor Leader, we can truly make a difference.

Thanks, for tuning in today.

If you found this episode valuable, share it with a fellow Agile Coach, or someone who could use a little tough love.

Remember,
Agile is all about adaptation, not just for teams, but for also for the Agile Coaches, and management, too.

Until next time, keep those boots on the ground, and keep fighting the good fight.

Stay, or become a Mentor Leader, and everything will change, for the good.

Stay Agile.