Over the past 11 years, I have been supporting, mentoring, helping, and coaching new and experienced agile coaches. Why? Because I have been lucky to work with great people and have been allowed to help others grow in their development as agile coaches.

This workshop is designed to showcase my agile coach program as well as help others design their own agile coach program with the needed elements for an agile coach to survive and thrive.

In early 2019, I had the honour to work with three highly-talented and passionate agile coaches (Shingi Kanhukamwe, Erick Martinez, and Farshad Gheshlaghi), together we supported a group of 300 people within a large financial institution. More recently, together we four agile coaches have co-created a simple and powerful model to coach, support, mentor, and enable teams. It is called the Faceted Coaching Model.

This workshop will be co-facilitated by Paul Heidema and Shingi Kanhukamwe.

Origin of the Model and Its Initial Creation

Shingi was looking for a way to speak to teams in a simple and jargon-free way without sacrificing insight or key areas of focus. Over the past few years, Erick, Farshad and I have also been seeking simple ways to do the same thing as Shingi. Each of us have been in the field of agile coaching for several years and used many approaches to support teams in becoming more effective, collaborative, and healthy.

Continuing the story, Shingi connected the way that jewelers look at precious stones and gems to how we could work with teams. This process led to the naming and focus of the model.

A jeweler uses a special tool called a loupe. It "...is a simple, small magnification device used to see small details more closely." - Wikipedia

With this loupe, the jeweler can see what a stone can become. By cutting into the gem (called faceting), the jeweler is able to see more of its potential through the light, shine, and clarity.

By using the analogy of a loupe, we four co-created a model that uses facets (showcases many aspects of a group or team) to be able to see where the group that we are supporting is and potentially where it could become.

Key Principles about the Model

1. The model is agnostic. This means that it does not dictate which framework, method, or set of practices that need to be followed. This allows for a variety of thinking, plenty of experimentation, and any team could use this model.
2. The model is pull-based. The work that we do with the teams is based on their desire/needs (not ours) on what they would like to advance and focus on. This allows for greater ownership and a partnership between coach and team to improve.
3. The model is non-linear. Since teams are every changing with its own people and the work to be done, this model allows for each team to advance and regress in multiple ways. This is more closely connected to the reality of life and work.

Some Closing Thoughts About the Model

As I have been using this model for the past few months with multiple teams (and has my co-creators as well), I have learned that this model is still in development. We started with 5 facets, then grew it to 7 facets, and now to 8 facets.

Last year, I was at an Agility Day in New Jersey for my company (ADP). During this day of fun, we uncovered and created new ways of improving retrospectives and new retrospective activities.

You don't have to always do "Start, Stop, Continue" or "Pluses and Deltas". There are plenty of activities that are more creative and more joyful for teams and groups!

In this workshop, we will follow a powerful technique to brainstorm ideas, filter down to the best ones, and then try them out on each other to uncover new and more effective retrospective activities. Come prepared to contribute to a new group of retrospectives!

We will go through a divergent process, and emergent process, and a convergent process in creating our new retrospective techniques. These and other powerful techniques will be utilized from the book Gamestorming to harness the power of the participants to create powerful and useful retrospective activities.

Agile failure is most felt by Scrum Masters. Why do so many fail to properly support their teams? Why do so many fail to inspire meaningful change in the level of leadership? Why do so many fail to guide transformation in their organisations?

In this workshop, we will harness the knowledge and experience of the participants!

Prepare to work together to co-discover the Scrum Master vital behaviours!

Many people are taking on the mantle of Scrum Masters across agile teams around the world. Unfortunately, many of them have come from more traditional work structures that don't develop effective Scrum Masters. There is a misconception about the purpose of a Scrum Master. Often the Scrum Master becomes the facilitator or the project manager. This has to stop. Effective leaders, agile coaches, and Scrum Masters take advantage of vital behaviours in supporting scrum masters or by building mastery within these behaviours.

During this workshop, participants will go through a series of exercises to identify the purpose of a Scrum Master, how we can measure success, identify potential vital behaviours, learn from others to determine the vital behaviours, and then create a sound influence strategy to enable effective Scrum Masters and the work that they do. This workshop will use concepts and the model from the book "Influencer" (by Joseph Grenny et all) which details the three (3) keys to a successful change initiative and uses the six (6) sources of influence.

Prepare to work together to co-discover the Scrum Master vital behaviours!

The number of agile teams that I support went from 20 (too many) to more than 70 (absurd) in a few months. What could I do? How could I help them?

From this need came the Agile Coach Program that I created and facilitated at ADP with a small group of individuals. These participants already support (or wanted to support) teams (be they using Scrum or Kanban) and the individuals around them. This is the story of that journey and the results.

Feedback from the program:

• "The agile coach program has been a valuable experience both personally and professionally. It was a fun, interactive and engaging."
• "I really enjoyed being a part of this program. With its interactive and constructive parts."

The number of agile teams that I support went from 20 (too many) to more than 70 (absurd) in a few months. What could I do? How could I help them?

From this need came the Agile Coach Program that Paul created and facilitated at ADP with a small group of individuals - one was Iaroslav Torbin. These participants already support (or wanted to support) teams (be they using Scrum or Kanban) and the individuals around them. This is the story of that journey and the results.

Feedback from the program:

• "The agile coach program has been a valuable experience both personally and professionally. It was a fun, interactive and engaging."
• "I really enjoyed being a part of this program. With its interactive and constructive parts."

Agile failure is most felt by Scrum Masters. Why do so many fail to properly support their teams? Why do so many fail to inspire meaningful change in the level of leadership? Why do so many fail to guide transformation in their organisations?

In this workshop, we will harness the knowledge and experience of the participants!

Prepare to work together to co-discover the Scrum Master vital behaviours!

Many people are taking on the mantle of Scrum Masters across agile teams around the world. Unfortunately, many of them have come from more traditional work structures that don't develop effective Scrum Masters. There is a misconception about the purpose of a Scrum Master. Often the Scrum Master becomes the facilitator or the project manager. This has to stop. Effective leaders, agile coaches, and Scrum Masters take advantage of vital behaviours in supporting scrum masters or by building mastery within these behaviours.

During this workshop, participants will go through a series of exercises to identify the purpose of a Scrum Master, how we can measure success, identify potential vital behaviours, learn from others to determine the vital behaviours, and then create a sound influence strategy to enable effective Scrum Masters and the work that they do. This workshop will use concepts and the model from the book "Influencer" (by Joseph Grenny et all) which details the three (3) keys to a successful change initiative and uses the six (6) sources of influence.

Prepare to work together to co-discover the Scrum Master vital behaviours!

Agile failure is most felt by Scrum Masters. Why do so many fail to properly support their teams? Why do so many fail to inspire meaningful change in the level of leadership? Why do so many fail to guide transformation in their organisations?

In this workshop, we will harness the knowledge and experience of the participants! 

Prepare to work together to discover the Scrum Master vital behaviours!

Many people are taking on the mantle of Scrum Masters across agile teams around the world. Unfortunately, many of them have come from more traditional work structures that don't develop effective Scrum Masters. There is a misconception about the purpose of a Scrum Master. Often the Scrum Master becomes the facilitator or the project manager. This has to stop. Effective leaders, agile coaches, and Scrum Masters take advantage of vital behaviours in supporting scrum masters or by building mastery within these behaviours.

During this workshop, participants will go through a series of exercises to identify the purpose of a Scrum Master, how we can measure success, identify potential vital behaviours, learn from others to determine the vital behaviours, and then create a sound influence strategy to enable effective Scrum Masters and the work that they do. This workshop will use concepts and the model from the book "Influencer" (by Joseph Grenny et all) which details the three (3) keys to a successful change initiative and uses the six (6)  sources of influence.

Prepare to work together to discover the Scrum Master vital behaviours!

Agile failure is most felt by Scrum Masters. Why do so many fail to properly support their teams? Why do so many fail to inspire meaningful change in the level of leadership? Why do so many fail to guide transformation in their organisations?

In this workshop, we will harness the knowledge and experience of the participants! 

Prepare to work together to co-discover the Scrum Master vital behaviours!

Many people are taking on the mantle of Scrum Masters across agile teams around the world. Unfortunately, many of them have come from more traditional work structures that don't develop effective Scrum Masters. There is a misconception about the purpose of a Scrum Master. Often the Scrum Master becomes the facilitator or the project manager. This has to stop. Effective leaders, agile coaches, and Scrum Masters take advantage of vital behaviours in supporting scrum masters or by building mastery within these behaviours.

During this workshop, participants will go through a series of exercises to identify the purpose of a Scrum Master, how we can measure success, identify potential vital behaviours, learn from others to determine the vital behaviours, and then create a sound influence strategy to enable effective Scrum Masters and the work that they do. This workshop will use concepts and the model from the book "Influencer" (by Joseph Grenny et all) which details the three (3) keys to a successful change initiative and uses the six (6)  sources of influence.

Prepare to work together to co-discover the Scrum Master vital behaviours!

Why do so many agile implementations fail? What can be done to improve our success?

Agile has become a powerful phrase and cultural movement that is often misunderstood and poorly executed. Why, because Agile is seen as another project management tool. Nope. Agile is much more than a set of frameworks, practices, and tools. To get truly long-lasting results that affect the deep culture of an organization, leaders and coaches need to employ both the "Being and Doing" of agile for the greatest chance of success.

The participants will go through a powerful exercise to see how willing and open they are to the Being of Agile which includes the values and principles of the Agile Manifesto.

Paul Heidema and Wessam Nasser will take the group through a simple and powerful exercise to identify how receptive and willing an organization is towards agile. With more than 10 combined years of helping teams, leaders, and organizations, Paul and Wessam can aid each participant to improve their chances of becoming truly agile.

Both Paul and Wessam have facilitated this workshop at organizations and public events with positive feedback and energy.

In today's digital landscape, the quest to find talent is moving at a faster rate in this new agile movement. Which creates an interesting playing field for stakeholders such as technical recruiters, scrum masters, agile coaches, software DevOps and other cross-functional team members. Incumbents face critical decisions when it comes to addressing recruitment, the process, the pitfalls and end result.

Do you struggle to find a job in the agile world? Are you having a hard time recruiting people for your agile role? Are you confused on this new agile movement and how it affects your job seeking or recruitment efforts? Is recruitment ready for the agile movement? Are agile cross functional folks ready for recruitment and its challenges?

We will take you through our experiences to help make sense of the agile world and how it affects you. Through our experience we will:

• Discuss our learning of working with organizations looking to hire good people
• Share insights into how recruiting is changing with the agile movement
• Present our experience of job seeking for an agile role

This session is based on plenty of experience of finding agile roles and helping others find agile roles. Paul Heidema is an experienced agile coach and transformation guide that has helped small to large organizations shift towards agile. Mahima Kumar is an experienced recruiter that specializes in finding scrum masters and agile coaches. Zack Muqtadir is an experienced startup leader that recently jumped into the agile world.

Why do so many organizations get stuck in fixing local problems without solving organizational ones? How does a leader or team member see and understand the big picture? Do you struggle with helping your company or clients to understand the entire workflow to be able to make better decisions that can make huge improvements? Would you like a powerful visual tool to express the entire workstream to a large audience so that it is clear what areas need improvement?

If so, then this is the workshop for you.

Each participant will actively participate in learning about, designing your own, and consulting with others to learn the skill of creating effective and meaningful Value Stream Maps. This technique, which comes from Lean manufacturing and is closely connected to Agile, aids leaders and teams in seeing the big picture make meaningful and impactful changes that are both quantitative and qualitative. Let's learn a new skill within 60 minutes.

Paul Heidema and Junbin Huang have worked in the Agile space for more than 10 years (combined) with a focus on helping teams and organizations to support and lead impactful change at the level of the organization and system.

We employ powerful agile techniques to inspect the value stream as we build it. Then we improve and adjust to make it more clear. This will enable short cycles of execution and reflection to quickly improve the quality of the value stream map.