Mauricio Robles Agile Coaching, Book Reviews, Scrum Mastery

Daring Leadership: From Clarity to Connection

In the ever changing world of Agile, on of the most powerful tool an Agile Coach or Scrum Master possesses isn’t a framework—it’s vulnerability. Brené Brown’s Dare to Lead provides a powerful mandate for how we can operationalize vulnerability to build the trust necessary for true organizational agility.

My key takeaway from Brown’s work is that daring leadership begins with clarity and ends in curiosity.

Be Kind: The Power of Clarity

Brown bring us down a very simple but profound truth: “Clear is kind. Unclear is unkind.” In an Agile environment, this means eliminating the ambiguity that breeds resentment and speculation. When we are clear about expectations, feedback, and roles, we act with kindness, even when the message is difficult. This clarity creates a safe foundation from which we can then be genuinely curious about others’ perspectives and challenges. Without this initial clear communication, any attempt at curiosity will feel performative or even manipulative.

Building Empathy Through Emotional Exploration

True connection and trust are the currency of high-performing Agile teams. This trust isn’t built on happy hours; it’s forged in shared emotional exploration, time and tough conversations. Brown’s work emphasizes that to build empathy, we must explore the emotions that live within our experiences. As coaches, this means moving past a simple “What happened?” to “How did that experience make you feel?”

By slowing down to acknowledge the fear, frustration, or even joy tied to a project, we build a deeper human connection. This exploration shifts the team from merely processing tasks to genuinely understanding and supporting the people performing them.

📜 The Danger of the “Story I’m Making Up”

The core danger in the absence of clarity is the human tendency to fill the void. Without clarity, people will create their own stories, their own truths. Brown calls these internal narratives the Shitty First Drafts (SFD)—the often negative, self-protecting stories we invent to make sense of uncertainty. These SFDs quickly become an organization’s unofficial, detrimental truth, leading to misaligned efforts and eroded trust.

A daring leader recognizes the patterns and behaviors that lead to the SFD phenomenon and intentionally creates a space to expose and process these stories.

Applied Daring Leadership: The SFD Retrospective

To combat the chaos of unmanaged SFDs, I came up with the SFD Retrospective as a powerful tool for coaches and Scrum Masters following a rocky period or project:

  1. Present the Situation: Clearly and neutrally define the event or project period being reviewed.
  2. Draft Your SFD: Ask each team member to individually draft their personal SFD—the story, assumptions, and emotions they privately held.
  3. Fill the Gaps: Invite team members to look for elements in others’ stories that help fill in the blind spots or gaps in their own.
  4. Collective Story: Use dot-voting to select key elements and phrases from the shared drafts to construct a more accurate, collective story of what actually happened.
  5. Capture New Awareness: Facilitate a dedicated section to record the team’s shared “Aha!” moments and new understanding.
  6. Move Forward: Collective actions are then gathered based on this shared truth, not the previous conflicting narratives.

The bottom line

This process is a deeply human way to integrate the principles of Dare to Lead. By encouraging clarity, engaging with emotion, and giving shape to the SFDs, we transform uncertainty into powerful collective action.

Mauricio Robles Agile Coaching

Key Lessons Developing Agile Coaches

My experience developing agile coaches over the past decade has been incredibly rewarding. Here, I share some of what I’ve learned along the way.

1. Balance the “Being” as much as the “Doing”: 

  • It’s not just about teaching agile practices and frameworks. Truly effective agile coaches embody the agile mindset – they are adaptable, collaborative, and focused on continuous improvement. Cultivating these qualities in individuals is just as important as technical knowledge. 

2. Coaching Mindset is a Journey, Not a Destination: 

  • Developing coaching mastery takes time and experience. It’s an ongoing process of learning, reflection, and refinement. Creating a safe space for coaches to experiment, make mistakes, and learn from their experiences is essential. 

3. Embrace Diverse Learning Styles: 

  • People learn in different ways. Some thrive on hands-on activities, others prefer theoretical discussions, and some learn best through observation and mentorship. Providing a variety of learning experiences caters to individual needs and maximizes learning potential. 

4. Cultivate Self-Mastery: 

  • Effective coaches have a deep understanding of their own strengths, weaknesses, and biases. Encouraging self-reflection and providing opportunities for feedback helps coaches identify areas for growth and develop their own unique coaching style. 

5. Build a Strong Coaching Community: 

  • Connecting coaches with each other creates a powerful support system for ongoing learning and development. Peer coaching, mentoring, and communities of practice foster collaboration, shared learning, and continuous improvement. 

6. Adapt to the Context: 

  • There’s no one-size-fits-all approach to agile coaching. Effective coaches are adept at assessing the specific needs of an organization and tailoring their approach to fit the context. 

7. Emphasize Continuous Learning: 

  • The agile landscape is constantly evolving. Instilling a love of learning and a commitment to continuous improvement in coaches ensures they stay current and adapt to new challenges. 

8. Celebrate Successes and Learn from Failures: 

  • Creating a culture of psychological safety where coaches feel comfortable taking risks, experimenting, and learning from both successes and failures is crucial for growth. 

9. Measure and Communicate Impact: 

  • Demonstrating the value of agile coaching is essential for building credibility and securing ongoing support. Tracking progress, gathering data, and communicating success stories helps showcase the impact of coaching on individuals, teams, and the organization. 

10. Lead by Example: 

  • The most effective way to develop agile coaches is to embody the values and principles of agile in your own coaching approach. Be the change you want to see in others. 

By embracing these lessons, I strive to create impactful learning experiences that empower individuals to become skilled, confident, and impactful agile coaches. 

Mauricio Robles Agile Coaching

Overcoming Challenges through the Agile Coaches Development Program

Developing agile coaches and facilitating their learning journey definitely comes with its own set of challenges. Gathering feedback and adjusting my approach have been essential to overcome these challenges, allowing me to focus on the value I want to deliver through my programs. 

Here are some of the challenges that have helped me grow as a mentor.  

1. Mindset Shifts: 

  • Letting go of control: Many aspiring coaches struggle with transitioning from a directive approach to a facilitative one. They may feel the need to provide all the answers or “fix” problems for teams. 
  • Embracing uncertainty: Agile coaching requires comfort with ambiguity and change. Some individuals find it difficult to trust the process and allow teams to self-organize and learn from their own experiences. 

My approach: 

  • Self-reflection: I encourage coaches to reflect on their own beliefs and assumptions about leadership and teamwork. We explore the differences between traditional management and agile leadership. 
  • Coaching demonstrations: I model coaching conversations and demonstrate different coaching stances to illustrate how to guide teams without being prescriptive. 
  • Feedback and observation: Through observation exercises and feedback sessions, coaches can identify their own tendencies and practice new approaches. 

2. Developing Coaching Presence: 

  • Active listening and powerful questioning: It takes practice to truly listen without judgment and ask questions that promote deeper thinking and self-discovery. 
  • Building trust and rapport: Creating a safe space for vulnerability and open communication is essential for effective coaching. 

My approach: 

  • Role-playing and simulations: We use role-playing scenarios to practice active listening, asking powerful questions, and providing constructive feedback. 
  • Communication workshops: I incorporate workshops on non-verbal communication, emotional intelligence, and building trust. 
  • Mentoring and peer coaching: Pairing coaches with experienced mentors or facilitating peer coaching sessions provides opportunities for observation and feedback on their coaching presence. 

3. Applying Agile Principles in Different Contexts: 

  • Adapting to organizational culture: Every organization is unique, and agile coaches need to be able to tailor their approach to fit the specific context. 
  • Addressing resistance to change: Agile transformations often encounter resistance. Coaches need to be skilled in navigating organizational dynamics and facilitating change management. 

My approach: 

  • Case studies and real-world examples: We analyze case studies of agile transformations in different organizations to understand the challenges and successes. 
  • Guest speakers and industry experts: I invite experienced agile coaches and leaders to share their insights and experiences. 
  • Action learning projects: Coaches work on real-world projects within their organizations, applying their learning and receiving coaching support. 

4. Continuous Learning and Development: 

  • Staying current with agile trends: The agile landscape is constantly evolving. Coaches need to be committed to continuous learning and development. 
  • Building a coaching network: Connecting with other coaches provides opportunities for sharing knowledge, best practices, and support. 

My approach: 

  • Recommended reading lists and resources: I provide curated lists of books, articles, and online resources to support continued learning. 
  • Community of Practice: I encourage coaches to join agile communities and participate in conferences and workshops. 
  • Peer coaching and mentoring: Ongoing peer coaching and mentoring relationships can provide support and accountability for continuous development. 

By acknowledging these challenges and providing targeted support, I aim to create a learning environment where aspiring agile coaches can develop the skills and confidence they need to make a real impact. 

Mauricio Robles Agile Coaching

Agile Coaching Program Development

As an agile coach, I’ve had the opportunity to work with a diverse range of companies – from startups to Fortune 500s, primarily in the USA and Latin America. This has exposed me to a variety of organizational cultures and agile maturity levels, which has been invaluable in developing my coaching skills and approaches. 

In this first part of a 3 post series, I share the areas I focus to develope and deliver an Agile Coaching Program. Then in part 2 I look into the challenges I have managed while delivering the program. And, in the final part, I share the key lessons I’ve learned through this journey.

Program Focus Areas

By being part of the team that developed the Agile Coaching Growth Wheel, I’ve been refining and delivering a coaching programs based on 4 key areas.

1. Foundational Understanding: 

  • Agile Principles and Frameworks: It’s crucial to establish a strong understanding of agile values, principles, and frameworks like Scrum, Kanban, and XP. This includes not just theoretical knowledge but also practical application through simulations, case studies, and real-world examples. 
  • Stances: I emphasize the importance of different stances – coaching, mentoring, teaching, facilitating, consulting and leading – and how to apply them effectively in various situations. This involves self-awareness, active listening, and powerful questioning techniques. 

2. Competency Development: 

  • Observation and Feedback: I incorporate a lot of practice with observation and feedback. Participants work in teams, observe each other in coaching scenarios, and provide constructive feedback. This helps them hone their skills in identifying areas for improvement and providing effective guidance. 
  • Conflict Resolution and Facilitation: Agile coaches often need to mediate conflicts and facilitate difficult conversations. I guide participants through conflict resolution models and facilitate workshops on effective communication and negotiation techniques. 
  • Metrics and Measurement: Understanding how to measure the value (or the impact) of an Agile transformations is critical. I introduce participants to various agile metrics, how to track them, and how to use data to drive continuous improvement. 

3. Self Mastery: 

  • Emotional Intelligence: A significant part of Agile Coaching is about connecting with people and understanding their emotions. I integrate activities and discussions around emotional intelligence, balance, and personal transformation. 
  • Growth Mindset: Fostering a growth mindset is essential for both the coach and the coachees. I encourage continuous learning, experimentation, and embracing challenges as opportunities for growth. 

4. Domain Knowledge: 

  • Knowing the Team: A key aspect is recognizing each member’s strengths and weaknesses, observing their communication patterns and how they navigate conflict, and understanding the team’s shared goals and what motivates them to achieve those goals. 
  • Knowing the Business: Agile coaches should possess a solid understanding of the business environment their team operates within. This includes staying informed about industry trends and the competitive landscape, understanding the flow of value within the organization and how the team contributes to it, and aligning the team’s efforts with the overarching business goals and objectives. Knowing the Organization: Navigating the complexities of an organization requires understanding its inner workings. It’s crucial to be aware of the organizational structure, the dominant culture and its values, the leadership styles prevalent in the organization, and the different methods used to approach organizational change management. 

Effective Approaches and Methodologies: 

  • Experiential Learning: I prioritize hands-on activities, simulations, and real-world case studies over lectures. This allows participants to apply their learning in a safe environment and receive immediate feedback. 
  • Mentoring and Peer Coaching: Pairing participants with experienced mentors or facilitating peer coaching sessions provides ongoing support and accelerates learning. 
  • Personalized Feedback and Action Plans: I provide individualized feedback to each participant, focusing on their strengths and areas for development. We work together to create personalized action plans to guide their continued growth. 
  • Community of Practice: Creating a community of practice where participants can connect, share experiences, and support each other after the program is crucial for long-term development. 

Cultural Considerations: 

Working across different cultures, especially in the US and Latin America, has taught me the importance of adapting my teaching style and approach. I’m mindful of communication styles, power dynamics, and decision-making processes, ensuring I create a safe and inclusive learning environment for everyone. 

Ultimately, my goal is to empower individuals to become amazing agile coaches who can inspire and guide teams and organizations on their agile journey. I believe in creating a learning experience that is engaging, challenging, and supportive, enabling participants to develop the skills and competencies they need to succeed.

Mauricio Robles Book Reviews

Unlocking Success with Radical Candor

When I first picked up “Radical Candor” by Kim Scott, I was immediately drawn to its premise of achieving effective leadership through a combination of care and directness. The idea of the Get Stuff Done (GSD) Wheel particularly intrigued me. Little did I know, this tool would become a game-changer in my coaching practice. 

The book divides feedback into four quadrants: Care Personally/Challenge Directly (the ideal zone called Radical Candor, think “tough love”), Ruinous Empathy (sugarcoating problems), Obnoxious Aggression (pretty much just being a jerk), and Manipulative Insincerity (politics over progress). 

One of my clients, a director at a prominent organization, was struggling with team alignment and project delays. During our initial meetings, I noticed a recurring theme: despite the director’s best intentions, his feedback often missed the mark, either coming off as too harsh or too vague. Inspired by Scott’s approach, I decided to introduce the GSD Wheel to address these issues. 

The GSD Wheel emphasizes clear guidance, prioritization, and follow-through—perfect for our needs. I walked the director through its stages: Listen, Clarify, Debate, Decide, Persuade, Execute, and Learn. We started by focusing on the “Listen” phase, encouraging the director to genuinely understand his team’s perspectives without immediate judgment. 

The impact was immediate and profound. For the first time, the director began to see where communication breakdowns were occurring. By actively listening, he could clarify misunderstandings and facilitate more meaningful debates. Decisions were made with greater consensus, and the team felt more invested in the outcomes. 

One memorable instance was during a critical project review meeting. Using the GSD Wheel, the director guided the team through a structured debate, leading to a well-informed decision. The result? A noticeable boost in morale and efficiency. Projects started moving smoothly, and the director gained a newfound confidence in his leadership style. 

Implementing the GSD Wheel not only helped this director address his challenges but also demonstrated the power of Radical Candor. It reinforced the importance of balancing empathy with clarity, ultimately fostering a more cohesive and productive team environment. This experience was a testament to how Scott’s principles can transform leadership and drive real, positive change. 

The Bottom Line

Listen, Clarify, Debate, Decide, Persuade, Execute, and Learn. This seven keys have helped me improve my coaching skills and create a positive impact with the people I partner in my engagements. I invite you to read the book, choose your favorite takeaway and experiment around it.

Mauricio Robles Scrum Mastery

Recharging Your Team’s Batteries

Ever feel like your team is running on fumes? We’ve all been there. As Agile Coaches and Scrum Masters, we know that a motivated team is a productive team. But keeping that motivation engine humming can be a challenge.

Here is a fun activity that I’ve used with countless teams to help them understand and boost their motivation.

The “Energizers and Drainers” Activity

This activity is like a quick pit stop for your team’s motivation. It helps everyone identify what tasks and activities fuel their energy and which ones leave them feeling drained. The real magic happens when the team starts exploring how to leverage those energizers to tackle the drainers and even identify opportunities to eliminate those energy-sucking tasks altogether.

Here’s how it works:

Time: 45 minutes

Materials: A whiteboard (physical or virtual) and sticky notes.

Introduction (5 minutes):

Start by acknowledging that everyone has tasks they love and tasks they, well, don’t love so much. Explain that this activity will help them visualize these tasks and find ways to optimize their energy.

Instructions:

  1. Divide the whiteboard into four quadrants:
    • Energizers at home
    • Energizers at work
    • Drainers at work
    • Drainers at home
  2. Brainstorming (5 minutes):
    • Ask the team to write down their energizers and drainers on sticky notes, one idea per note.
  3. Sharing (12 minutes):
    • Have team members volunteer to share their ideas, one quadrant at a time.
    • (Pro tip: I usually leave “Drainers at Work” for last, as this tends to spark the most discussion.)

Debrief (15 minutes):

Now for the juicy part! Guide the team through these questions:

  • What are the common themes? Are there any patterns in the types of energizers and drainers people identify?
  • Which energizers can help us complete the drainers? Can we strategically schedule energizing tasks before or after draining ones?
  • Which drainers can we remove? Are there any tasks that are truly unnecessary or can be delegated/automated?
  • Are there pairing opportunities between team members to help each other with drainers? Can someone who finds a task energizing help someone who finds it draining?

Action Planning (8 minutes):

  • Capture any action items that emerge from the discussion.
  • Assign owners and next steps to ensure follow-through.

Why This Works

This activity is more than just identifying tasks. It’s about:

  • Open Communication: Creating a safe space for the team to share their feelings about their work.
  • Collaboration: Encouraging the team to support each other in tackling challenging tasks.
  • Continuous Improvement: Identifying opportunities to optimize the team’s workflow and boost overall motivation.

Challenge Yourself!

Try this activity with your team and see the difference it can make. Remember, a motivated team is a high-performing team!

What are some of your favorite ways to boost team motivation? Share your tips in the comments below!