We usually have variety of opinions and suggestions on what and how a coach is expected to do or the kind of people and attitude they need to adopt. Sometimes it is a box, that everyone tries to fit into until you feel you have an identity crisis. In this session we want to look at the myths, the pitfalls and the perceptions that we need to break. Some examples/case studies showing the challenges, the confidence breaks and finally the awakening of a new coach or the burial of an existing one. We would also have a small workshop on identifying your one strength as a coach and how it can be mapped with the needs of the team and leaders – looking within. All of us have that one strength we don’t need to find it in others.

To support the above myths and challenges, we would also share a case study outlining the scenarios for certain situations where coaches have self doubt and how we either overcome it and many times just give up and go back to status quo


Outline/Structure of the Talk

Opening Role Play

Case study


Learning Outcome

1. How to not try to fit in - being different or apart from the crowd is what makes a coach believable

2. The strength of listening lies within - play on your inner strengths to enable you to be able to listen to others and build there strength and faith in adopting agility

3. Building empowerment

Target Audience

Coaches, Scrum Masters, Managers, Executives, Leaders

Prerequisites for Attendees

Experience of having been a coach not necessary the title

schedule Submitted 4 years ago

  • vinaya muralidharan

    vinaya muralidharan / Carol Mathrani - Collaboration spaces - Yay or Nay

    45 Mins
    Case Study

    Collaboration spaces, agile floor-plans, open office plans....love it or hate it, you can't ignore it.

    From our experience across various companies - some with 6 feet high cubicles walls to some with completely modern collab workspaces - we would like to share what seems to work and what doesn't.

    We would also link it to underlying mindsets and cultures and when and why some spaces seem to work better than others.

    We would also give examples of very high collaboration in very silo-ed workspaces - and when and why that works!