7 types of Agile Coaches

As an Agile coach, I have helped many teams improve their effectiveness in recent years. What surprises me is that the most difficult teams to improve are the teams that you yourself are part of; Agile Coach teams. By this I mean teams consisting of Agile Coaches that the client expects the coaches to unite and jointly shape the Agile transformation. And then the challenge begins, because just like in any other team, the dynamics in the team determine how effective the Agile coach team is. What struck me were the big differences in this. In one team there was a very good collaboration from day 1, which generated a lot of energy and the coaches easily sought each other out, supplemented each other and learned from each other. And with another team we never got through the "storming phase" and as a team we were rather counterproductive. We lost a lot of time in discussions among ourselves about how it should be tackled, who determined what and how the work was distributed. Although we as a team were aware of the common goal we were pursuing, there was no common need to invest in building the team.

So I thought it would be interesting to investigate why. I came to the conclusion that it is simply caused by the difference in mind-set from Agile Coaches. It depends on your perspective; How do you view your fellow Agile coaches? Do you see them as competitors, colleagues or allies? Do you see them as equivalent or do you make a distinction? And what is your personal need and personal interest in the transformation? Do you want to distinguish yourself from other Agile coaches? Do you want the honor and success or do you want to do it together, create a better organization together?

The 7 types of Agile Coaches

To make this practical, I have worked out 7 types of Agile coaches, for fun, but also to be able to take along if you are going to form an Agile Coach team. Of course we are not that easy to put in boxes and we have parts of all types in us, but it is fun and educational to plot yourself on this by looking at your preferred behavior.

1.      The Artist

Artists are charismatic and passionate about their profession. They have a lot of knowledge and skills that they would like to bring to the stage. They flourishes best when they get the stage and are listened to. They love success and applause. They often gathers many followers around them through their charisma. Their "groupies" convey the message in the same way as they do.

Personal need: Recognition, matter. Would like to shine, look for applause, look for recognition for what they do.

Personal interest in the transformation: Showing how good they are and want to get the honor

Transformation approach: Tight, directed, this it how it should be

Strength: Bring in their vision, knowledge and skills, indicate how it should be done and thereby give clarity to the organization, set down a blueprint, take people with them. They are often a leader, independent and confident and successful in what they do.

Pitfalls: They are not so open to the vision, knowledge and skills of fellow coaches. Don't realize that there are more roads leading to Rome, or maybe they do, but their way is the best. They have difficulties with cooperating and sharing successes together. They find other coaches not quickly capable of cooperating. They feel attacked quickly with personal feedback, then look for the attack themselves. They tend to delimit their territory, (this is mine and no one else, I make this a success).

To learn: Realize that you can learn a lot from others by putting your own opinion aside and start listening and asking questions. Then you will receive more from others and that will bring give and take in balance. Realize that you are successful when you make others successful. Give others the stage and support them in their performance. They will be eternally grateful to you.

2.      The Evangelist

Evangelists are motivated by spreading as much knowledge as possible so that the world is helped. These types are also passionate about their profession and have just as much knowledge and expertise as the artist without immediately wanting to receive applause for it. Of course, spreading knowledge gives a good feeling, but the urge comes more from a need to help others with their problems. "I know, I have a solution for you, I give it to you." The tricky thing is that the evangelists flood the other with their good advice, even when the other not asked for it. They use the principle of rather much and often than nothing.

Personal need: Contribute and receive assurance that they are necessary and useful. Shares their knowledge and experience so that others are helped.

Personal interest in transformation: Want to contribute to the transformation and the goals.

Transformation approach: Have a recipe book ready how to approach a transformation

Power: They know a lot, share a lot of knowledge and skills, go for the result. They have an example ready for everything and know how to convey this passionately and energetically.

Pitfalls: They can quickly irritate others by giving solutions for questions and problems that are not there. They are somewhat insensitive to the needs of others. Do not feel what the other needs, ask no questions, assume, think they know it all.

To learn: Go deeper into the other, learn to ask questions and listen and let your knowledge and solutions match the needs of the other. If it is dosed, you will receive more appreciation for your knowledge and skills and your contribution will be greater.

3.      The Viking

Vikings pounds through the organization like a loose cannon. Passionate as they are, they know how to get to the cause of the problem quickly and know how to (painfully) confront the organization. They have a strong vision and sticks to it. They are dominant, like to take the lead and are not afraid to lead the fight. "Just step aside, then I can continue". They know how to achieve good results, but sometimes goes so fast that they forget to take others with him.

Personal need: Power and results. I feel good if I know how to control things and how I can do it my way. Results give me confidence that I am on the right track.

Personal interest in the transformation: I go for the result and that result comes to my credit.

Transformation approach: confront the organization, change it and then leave

Power: Result-oriented, perfectionist, critical. They see what is not going well, know how to put a finger on the sore spot. They take charge of the change. They have a thick skin, cannot be easily upset. Don't mind to be criticized and accept it when they have to leave afterwards. They are not out for friendships and make sure that they are not part of the organization, so that their objectivity remains guaranteed.

Pitfall: They may irritate others because they are too hard and too blunt. They give little room to soft sides of change and emotion. They have difficulties to adjust to others in the team. They are not followers. Find it difficult to understand that others have different opinions or do not follow them.

To learn: There is also someone sensitive under that thick skin. Give that part of yourself more space, so that you can more easily come into contact with the sensitive sides that a transformation entails for people. By also taking your soft side with you, you will get more balanced and you will achieve even more results than now. Learn to appreciate the diversity in the team more. Others probably have qualities that you do not have that you can learn from. Together you are stronger than on your own.

4.      The Mediator

Mediators are very flexible and easily adapt to the situation and the organization. They also easily adapt their vision about transformation to that of others. As a result, the transformation can first go left and then go right. Their passion for the profession stems from the involvement for the social side, the people, the relationships. Mediators will not quickly seek conflict and ensure that people, teams and organizations continue to work together in harmony. They find themselves successful if others are successful and they have been able to contribute.

Personal need: Go for collaboration with others. It feels good to do it especially with others.

Personal interest in the transformation: Creating an organization where people feel happy

Transformation approach: Involving people, doing the transformation together, experimentally, depending on the insights obtained, transformation takes a different turn on the way

Strength: They can work with everyone, have easy acceptance for their person. They are open to new insights and ideas. Easily listen and build on ideas from others. Conduct dialogue, listen and consider the feelings of the people in the transformation important. Would like to ensure that it works out well for everyone, mediates and strives for harmony. Are understanding.

Pitfall: They can blow with all winds. Do not assume a strong vision of their own which makes it unclear to the organization which way they are going. Sometimes they make their own vision subordinate to that of others. Find it hard to confront. Can become a gentle surgeon that causes smelly wounds.

To learn: Become more steadfast in one's own vision, with more persuasiveness and determination, so that more clarity and direction can be given to the transformation. Learn how to confront more often and seek out the conflict. Through discussion and conflict even better ideas arise and it gives people insight that makes them move themselves.

5.      The Professor

Professors are very knowledgeable in their field and like it when they are consulted for their insight and knowledge. They prefer to operate in their own field and don’t need others to support them in their work. They are based on their own strength and skill and know how to give insight and convince others through good astute observations.

Personal need: Personal development and growth. I like to contribute by giving others insight. The different situations give them insight to improve themselves and grow.

Personal interest in the transformation: Making the organization better by simplifying complex matters and thereby becoming better himself by learning from it.

Transformation approach: individual approach; 1 on 1 conversations to give people insight.

Strength: They can observe well, are inquisitive and analytical. Like to simplify complex problems so that it is clear to others. Have a good overview, are intelligent and ask sharp questions. Do nothing themselves, are purely coaching.

Pitfall: The individual approach can lead to a path that does not always match what the organization or the change team has chosen. Do not participate in the transformation themselves, keep their distance and do not tackle things, which creates some distance to the team. Don't consult the other coaches, and don't expect to learn much from them.

To learn: By connecting more with the team and your team members and appreciating the diversity more, you get more insights and learn more. People may surprise you with their own perspective. Together you can achieve more than on your own.

6.      The Networker

Networkers mainly wants to do it together, exchange ideas and spar together. They are energetic, enthusiastic and inspiring. Believe in “practice what you preach” and will take initiative to form the team, agree working methods and plan team outings. Think and act strongly from "we". They make friends in the organization and get everything done in this way. They identify themselves with the transformation and the organization.

Personal need: Connection, good relationships with others. Enjoys doing it together with others.

Personal interest in the transformation: Shaping the transformation together and building relationships that they can build on for years to come.

Transformation approach: Involve people, build good relationships and thus get people moving and ensures that change is guaranteed.

Power: Energetic, lively, optimistic and inspiring. They are good at building relationships and getting things done. They get people on the move. They also pick up work, like to do it together with others, involve others and share knowledge. They see others as equal with whom they can spar and learn. They have a loyal attitude towards the team, the organization and its goals. They go for it.

Pitfall: They can become too much part of the system, causing them to show too much understanding and to observe and intervene less critically. The coaching then becomes less effective. For them it is hard to deal with the self-will of others. They can annoy others because they want to do everything together. They have difficulties working well with people with whom they cannot build a relationship.

To learn: Change your style when needed. It is not always necessary to build a good relationship before you can work together. Some are not sensitive to that. Make sure that you can also coach and advise from a business professional attitude with a certain degree of distance to the system. This can lead to better observations, interventions and more effective cooperation.

7.      The Innovator

Innovators have a solution or new idea for every problem, for every situation. They are a barrel full of ideas and constantly come up with proposals for new work forms, workshops, training courses and games. They have a lot of focus on making the transformation fun and attractive. They have a positive, optimistic view of the transformation and believe that everything can be solved and improved.

Personal need: Personal development and fun, entertaining and learning by doing fun things. Give substance to curiosity and creativity

Personal interest in the transformation: Contribute to the problems of the organization and transformation through fun, creative finds. Creating an innovative, creative working environment.

Transformation approach: A playful and light-hearted way of changing, learning by doing, active and experimental

Power: They make change lighter, more playful, more fun. With their enthusiasm and energy they easily take others along. They contribute a lot to the team and the transformation by bringing in knowledge, skills and ideas. They help others by sparring. They are good at thinking out-of-the-box and are therefore asked and consulted for anything and everything.

Pitfall: They do not always go deeply into the problems and quickly go to the solution. They can ignore the emotional side of change and switch too quickly to doing fun things. It is not always easy or fun and attention needs to be paid to that.

To learn: A deeper analysis of the problem helps to come up with better solutions. For many people, change is hard and it feels like a loss if they lose existing work or methods. Learn to pay more attention to the grieving process and letting go old patterns. Then people will be more willing to accept a new way of working.

Agile Coach team composition

When putting together the Agile coaching team it is useful to take the knowledge of these types with you and to recognize them. A good team needs diversity, so it needs all types.

The Evangelist, Mediator, Networker and Innovator are types that are more focused on the other and the common goal than on themselves. They are naturally team players with whom you can easily put together Agile coach teams that have to carry out a joint assignment for the transformation.

The Artist, Viking and Professor are more focused on themselves than on the other. They excel best in an environment where they are in control or where they can operate alone. Keep in mind that if you put many of these types together in a team, it will start storming.

By asking good questions during the intake process you get an impression of which type you are dealing with. Depending on the phase of the transformation, the domain, the size, the pace, the responsibility for the transformation and which types you already have in the team, you will prefer a certain type of Agile coach.