Agile coaches are mostly not qualified in counselling and therapy.

Knowingly, mistakenly or ignorantly, some coaches divert their coaching instances to personal conversations as if they were therapists. Counselling is a skill which requires practice, experience and certification.

It also has regulatory boundaries. While coaching and counselling are different, there is an overlap. Several coaching approaches had their roots in therapy: e.g. Solutions Focus Coaching came from Brief Therapy, Non-Violent Communication from Marshall Rosenberg (via Carl Rogers).

As coaches, it is imperative to have self-awareness that we do not cross the line in explore in unchartered territories of counselling. Join this panel to learn more about counselling and coaching.

Each of us is a member of complex relationship systems - at work, at home and in our communities. Just as emotional intelligence is the ability to understand and manage our own emotions and social intelligence is the ability to empathise and communicate with another individual, relationship systems intelligence is the ability to view a team or group as a unified whole and to work directly with that whole system rather than with a group of individuals.

In this session, we will use a relationship systems coaching technique called constellations to listen to the ‘voice of the system’ which is created by everyone who attends the session, so we can explore together how comfortable we are in working with conflict.

Each of us is a member of complex relationship systems - at work, at home and in our communities. Just as emotional intelligence is the ability to understand and manage our own emotions and social intelligence is the ability to empathise and communicate with another individual, relationship systems intelligence is the ability to view a team or group as a unified whole and to work directly with that whole system rather than with a group of individuals.

In this session, we will use a relationship systems coaching technique called constellations to listen to the ‘voice of the system’ which is created by everyone who attends the session, so we can explore together how comfortable we are in working with conflict.

Each of us is a member of complex relationship systems - at work, at home and in our communities. Just as emotional intelligence is the ability to understand and manage our own emotions and social intelligence is the ability to empathise and communicate with another individual, relationship systems intelligence is the ability to view a team or group as a unified whole and to work directly with that whole system rather than with a group of individuals.

In this session, we will use a relationship systems coaching technique called constellations to listen to the ‘voice of the system’ which is created by everyone who attends the session, so we can explore together how comfortable we are in working with conflict.

Scrum master? Iteration manager? Surely being a master or a manager implies telling people what to do or how to do it… doesn’t it?

This workshop is aimed at any scrum master or iteration manager who sometimes wonders what they should do for the good for their team(s).

We will consider what a scrum master’s responsibilities are – and equally importantly, what they are not.

We will look at the key skills a scrum master needs, and when and how those skills should be used.

Then we will apply what we have learned to consider how workshop participants could approach real-life problems they are facing right now.

Why do we talk about agile coaches rather than agile mentors or agile teachers?

In this workshop we will explore what coaching is, why I believe it is an essential skill if you want to help people develop an agile mindset, and how coaching can enable people to change their thinking patterns and behaviour.

Participants will then practice the core coaching skills of active listening and powerful questioning in genuine coaching conversations with each other, before reflecting on how they can apply these skills in their own lives.

A game to help people understand the value of agile team practices including moving from specialised skill-sets to T-shaped people, watching the baton and not the runner, swarming, and limiting work in progress.