Agile People Coach Certificate: Facilitated Virtual Class Session

As an Agile People Coach, you will gain an understanding of how to create a more engaging work environment, where people perform at their best because they want to, not because they are told to, and where fast learning is key.

Agile People Coach Learning Path 

Series 1: Agile People Fundamentals

Session F1: Introduction to Agile People and important principles/tools

The foundation of Agile People’s’ mindset is about the principles, values, methods, and tools that we need to start using to release competence and innovation – and what we stop doing. We discuss your challenges and certification assignment.

Session F2: Psychological safety as a foundation for a learning organization

The importance of an approach that is permeated by security and confidence to increase profitability and innovation – to increase creativity through a culture where it is ok to fail and try again. We play “The Psychological Safety Game” to facilitate dialogue about difficult topics

Session F3: Emerging strategies, structures, and goals

Emerging strategies instead of long-term planning, new ways of working with strategy, budgets, goals, performance processes, and rewards. Using value stream mapping to optimize flows in a system instead of working with resource optimization and sub-optimization of departments. Mindset Slider exercise. WoWs to be used: Beyond Budgeting, OKRs, Impact Mapping, VSM, etc.

Session F4: Building conditions for Agile culture

Creating conditions for a fantastic culture where people can perform at their optimal level with a sense of being supported and secure. The gap between structures and culture/values. Structure – Culture Misfit Role Play. The importance of country culture for an Agile transformation.

Session F5: The learning Organization as Strategy and the future role of HR and managers

Boundary Spanning and the Buddy System to increase cross-border collaboration and increase the opportunity to create a fantastic organization together. Tips and examples for the change journey and how HR and managers need to change their role to support it.

Series 2: Agile Coach

Session C1: Introduction to Agile Coaching and the four roles of a coach

Mentoring, teaching, facilitating, and coaching. What is the difference between an Agile Coach and an Agile People Coach?

Session C2: Agile People Coach

The nine roles and Self-assessment – how skilled are you in the different roles and where do you need to improve. What are the skills that you need to add as a regular Agile Coach, Leader, or HR-person if you want to increase your agile & people skills and to be able to call yourself an Agile People Coach? Scenarios for practicing when to take what role.

Session C3: My motivation profile as a base for self-leadership and understanding what drives me and others

Communicating with people who are different from yourself and knowing how to understand what makes other people do what they do and how they are different/similar to you. My washing instructions.

Session C4: Conflict coaching

Exploring conflict theory and finding the right balance between harmony and create conflict in a team or organization.

Series 3: Agile People HR 

Session H1: How HR’s role is changing when we need to increase Business Agility 2

Design the talent/people elements needed to help support an Agile transition in an organization and explain how different contexts can influence the approach to be taken. Job titles, competency profiles, titles, career, succession – how do we do it in an agile organization? User stories for HR and a T-shaped HR-person. Employee Journey mapping – pain points. Examples and cases.

Session H2: How HR can use tools and practices from Agile. 

Using Scrum, Kanban, Value Stream Mapping and OKRs for HR is not so different from using it for Software development. What are examples and how can you design talent/people processes using the agile ways of working? User stories for HR – what do they look like? Examples and cases of Agile HR in reality. 

Session H3: Performance management and examples & cases

Appraise current performance management practices and identify ways of bringing Agile thinking to enhance performance, accountability, and growth. 95/5 Exercise.

Session H4: Compensation and Benefits

Examples and Cases. Describe and contrast traditional incentive structures with Agile-friendly structures, discuss the pros and cons of each approach and explain how you could apply them to your own environment.

Session H5: Talent Acquisition and onboarding

Design a sourcing strategy that can be used to find and acquire the “right” people to support the strategic growth of the organization taking values, culture, diversity, and collaboration into the hiring decision. Design an onboarding experience that enables new employees to become a part of the organization rapidly and smoothly.

Session H6: Employee Engagement

Recommend different motivational tools to be applied in a context and describe how the traditional employee engagement survey is changing.

Session H7: Learning and Development

Suggest ways to enable and support a learning mindset in a team, supporting the shift from a focus on deficiencies to a focus on the development of new skills and capabilities.

Series 4: Agile Leadership 

Session L1: Why Agile Leadership

The impact of significant trends and the VUCA world and the drawbacks of the waterfall method for the development of new products. Problems with the way we still manage and lead and the better way: theory X and Y view of leadership – examples.

Session L2: Types of leadership 

A walkthrough of Leadership history and how it has developed until today.

Session L3: What is Agile Leadership? 

Examples of frameworks and cases. 9 leadership principles and the Gardener Metaphor. How can performance be supported with alternative ways of working? Leadership Maturity exercise.

Session L4: Knowing and leading yourself

Emotional intelligence, mental models, and mindful leadership. The organization as a social construct and interpersonal mush vs. interpersonal clarity. How we are biased: 4 examples of biases that we all hold and the antidote. The four selves of a leader with a self-assessment

Session L5: Team Leadership

Understanding how a team matures and what kind of coaching technique to use in each stage of maturity – when is a team high-performing, and what are the dangers that we need to look out for if teams become too strong compared to the rest of the organization? My Washing instructions and team exercises.

Session L6: Effective Communication

How do we make sure that what we communicate get the intended result and that we are clear on how to deliver the right messages in a way that would make sense for people, regardless of cognitive differences?

Session L7: Boundary Spanning

Working cross-functionally and spanning boundaries of different kinds, inside and outside the organization and between topics, areas, and diverse people. Buddy System exercise.Conclusion and next steps.