DASA DevOps - Coaching

# DASA DevOps

#### Coaching

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## Coaching for Performance

> Performance is the **total expected value to the organisation** measured against preset known **standards of accuracy, completeleness, costs, and speed**.

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1. Value to the Organization
1. Behaviours of Individuals and Teams
1. Quality, Completeness, Cost, and Speed

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### Objective & Key Results

#### OKRs

A performance framework

OKRs help unlock performance potential by aligning goals across teh organization. The focus on OKRs enables employees to strive for accountability and success.

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### Measuring the Performance

#### The DevOps Way

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### Customer & Business Value

* Net Promoter Score (NPS)
* Lead Times
* Customer Conversion
* Revenue Per Feature

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### Efficiency & Effectiveness

* FTE to Customer Ratios
* Cost Per Transaction
* Change / Release Cost Burden

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### Quality & Velocity

* Mean Time to Recovery
* Rollback Rates
* Cycle Times
* Deployment Frequency
* Operational Support Costs

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### Culture, Collaboration, Sharing

* Staff Retention
* Morale / Job Satisfaction
* Open Source Contributions
* Mentoring

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## Coaching for Change

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### The Three Ways

1. Understand their ecosystem from end-to-end
2. Operationalizing feedback loops
3. Optimizing the continuous delivery pipeline

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### The Three Stages

1. Scripting to Automated
2. Automated to Continuous Delivery
3. Continuous to Optimized

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### Individual vs Organization

> The Change journeys undertaken at an individual level or at an organization level are distinct. 
> A team, as a group of individuals, can potentially go through the change journey of an individual. 
> Alternatively, the team as a microcosm of an organization can also go through the change journey to be described for an organization.

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### Individual Journey of Change

Elisabeth Kubler-Ross Model or **Grief Cycle**

1. Denial (Info + Comms)
2. Resistance (Info + Comms)
3. Disorientation (Emotional Support)
4. Experiementation (Guide + Direct)
5. Commitment (Guide + Direct)

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### Denial

* Avoidance
* Withdrawal
* Silence

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### Resistance

* Pushback questions
* Example: Why should we do that?
* Highlighting all points of risks and failure

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### Disorientation

* I do not have clarity on how to more forward
* Can we work out a different timeline?>
* Can we get additional resources?

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### Experimentation

* Can we try some alternate options?
* How about if we invest in tools / training?

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### Commitment

* Happy that we got through this
* Happy to contribute to this

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### Kotter's 8-Step Process

1. Create a sense of urgency
2. Build a guiding coalition
3. Form a strategic vision and initiatives
4. Enlist a volunteer army
5. Enable action by removing barriers
6. Generate short-term wins
7. Sustain acceleration
8. Institute change

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## Coaching Competencies

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### Foundational Competencies

Build a conducive ecosystem for individuals, teams, and the organization to live the 6x Principles. To do so, the foundational mindets required within the **"core self"** are:

1. Presence
2. Listening
3. Questioning
4. Direct Communication

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### Enabling Competencies

1. Contracting
2. Influencing
3. Feedback

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### Coaching Modes

1. Consulting
2. Facilitation
3. Mentoring
4. Coaching

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### Structural Competencies

1. Agile
2. Operations
3. Lean
4. Security

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### DASA DevOps Competencies

1. Enable and Scale
2. Specify and Verify
3. Create and Deliver

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## Self

#### Presence

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> Presence is the ability to connect authentically with the thoughts and feelings of others to motivate and inspire them toward the desired outcome.

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* You are connceted with yourself
* You are attuned to be non-judgemental
* You are set to be vulnerable
* You are curious

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> Presence inspires Trust and Intimacy that open deeper sharing and awareness. 
> It allows “aha! moments” that fuel new action.

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> Presence allows a soft curiosity that opens a broader listening and powerful questioning to rise.
> It helps create awareness.

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* Preserve a posture of curiosity
* Ask wide-open questions
* Listen for energy levels 
* Thereby, know how to engage and support
* Coach is showing the mirror to the coachee
* Maintain awareness of how invisible you are

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### Presence get Challenged

1. When anxiety or worry creeps in
1. When apathy or boredon creeps in

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## Self

#### Listening

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### Levels of Listening

1. Internal listening (subjective)
2. Focused listening (passive)
3. Global listening

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### VIBE Model

* Voice - intonation, energy levels, sighs, etc
* Information - verbal and non-verbal
* Body Language
* Emotions

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### Keys to Active Listening

1. Paying attention
2. With-holding judgement
3. Reflecting
4. Clarifying
5. Summarizing

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### Principles of Active Listening

1. Deep listening (whole body)
2. Observing self (awareness)
3. Observing the client
4. Reflecting back

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### Shift Response

#### Waiting-to-Speak Syndrome

> Result of thinking more about how to shift the topic into whatever suits our purposes than what the other person is saying

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### Support Response

#### Opposite of Shift Reponse

> The two parties keep the discussion moving by providing and sharing their thoughts and understanding

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## Self

#### Questioning

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### Impact of Powerful Q's

* Generates curiosity in the listener
* Stimulates reflective conversation
* Surfaces underlying assumptions
* Invites creativity and new possibilities
* Stimulates attention / thought-provoking
* Generates energy and forward movement
* Channels attention and focuses inquiry
* Touches a deep meaning

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### Principles of Questioning

* Open ended (not leading)
* Explorative (not directive)
* Others Perspective
* Reflective
* Contextual
* Investigative or Challenging
* Inspiring

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### Funnel Your Questions

* Stage 1 (Open Qs) - Start topics
* Stage 2 (Probe Qs) - Specific info
* Stage 3 (Close Qs) - Checking info
* Stage 4 (What if Qs) - Paraphase to summarize

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### Practices

* Pause between questions
* Do not ask Qs for the initial 30% of time
* Ask the question to self first

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## Self

#### Direct Communication

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### Matrix

#### Assertive vs Expressive

|         | Low E      | High E       |
| ------- | ---------- | ------------ |
| <span style="font-weight: bold">High A</strong>  | Direct     | Spirited     |
| <span style="font-weight: bold">Low A</span>   | Systematic | Considerate  |

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### Being a Direct Communicator

> Be clear, articulate, and **direct** in sharing and providing feedback

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### Being a Direct Communicator

> **Reframe and articulate** to help the client understand from another perspective what he/she wants or is uncertain about.

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### Being a Direct Communicator

> Use **language appropriate and respectful** to the team members/teams, for example, , non-sexist, non-racist, non-technical, and non-jargon.

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### Being a Direct Communicator

> Use **metaphor and analogy** to help illustrate a point or paint a verbal picture

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## Enabling Competencies

#### Contracting

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> A contract is defined as an explicit bilateral commitment to a well-defined course of action to produce.
> It is a specific agreement between a Coach and a coachee (Individual, teams, or organization) to accomplish clearly stated goals.

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### Types of Contracts

#### Business Contracting

> Business Contracting is developed to ensure practical arrangements, such as time, place, duration, fees (if any), and agreements with referring bodies or agencies.

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### Types of Contracts

#### Professional Contracting

Purpose and focus

Shared articulation <br>(define and agree the problem / focus area)

Clarity of wants and needs

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### Types of Contract

#### Psychological Contracting

> Psychological Contracting consists of unspoken and often unconscious expectations that are brought 
> to the Coach room by the Coach and the Coachee. It creates a sort of an implicit agreement between 
> the two that can have positive or negative consequences

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## Enabling Competencies

#### Feedback

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### Emotions

#### Positive or Negative

> Free from personal attack (move from Subjective to Objective)

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### Behaviour

#### Passive, Aggressive, or Assertive

> Meaningful, growth-oriented and forward moving

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### Clarity

#### Fair or Poor

> Alignment between employees and organizational needs

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### Relationship

#### Make or Break

> Demonstrate respect for the other person

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### Acceptance

#### Compliance or Commitment

> Complete understanding of the change expectations

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### Feedback Triggers

1. Truth - About the content
2. Relationship - About person delivering feedback
3. Identity - About relationship with self

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### Feedback Sessions

1. Build rapport (Relationship)
2. Be specific (Truth)
3. "Feedforward" (Identity)
4. "Growth Mindset" (Truth + Identity)
5. Stop (Identity)

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### COIN Method

* **Connection** to the person's goals/interests
* **Observations** that are specific
* **Impact** on the business
* **Next steps**: suggest, discuss, agree

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### Types of Feedback

1. Appreciative
2. Developmental
3. Evaluative

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### Types of Feedback

#### Appreciative

See, acknowledge, connect, motivate, and thank.

> Fundamentally about a relationship and human connection. Being seen, feeling understood by others, matters deeply to all of us, and we connect with that individual well.

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### Types of Feedback

#### Developmental

> Help the client expand knowledge, sharpen the required skill, improve capability. Address the client's feelings or an imbalance in the relationship

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### Types of Feedback

#### Evaluative

> Rate or rank against a set of standards, align expectations, and inform decision-making

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### Setting up a Feedback Culture

* Everybody is valuable and can improve.
* Focus both on positive and negative feedback
* Provide a supportive ecosystem
* Aims at Objective, Actionable, Future-Oriented
* Allow the recipient to decide <br>whether to ‘accept’ the feedback
* No ‘self victimization’ by either party

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### How to build Feedback Culture

* Role Modelling
* Communicate beliefs/behavior
* Clarify ’non negotiables’
* Resolve ‘what is in it for me’
* Highlight ‘early adopters’
* ‘Socialize’ down the Hierarchy
* Stories and… more stories

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## Coaching Modes

#### Coaching

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> Coaching is partnering with clients in a thought-provoking and creative process that inspires them to maximize their personal and professional potential.

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### Performance

### =

### Potential - Interference

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The focus of coaching is to explore and get the coachee aware of these interferences and minimize or eliminate these to realize and translate the potential of the coachee into peak performance.

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> Coaching is a way of working with people that makes them more competent and fulfilled so that they are more able to contribute to their organization and find meaning in what they are doing.

###### Coaching – Evoking Excellence in Others By By James Flaherty

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### GROW Model

###### By John Whitmore

* Goal
* Reality
* Options
* Way Forward

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### Goal

* What do you want to achieve?
* What is the ideal?
* What are your objectives?

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### Grow - Examples

* Competency wheel
* SMART goals
* Objective and key results (OKRs)
* Team health check

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### Reality

* Where are you now?
* What is the current reality?
* Ask for self-assessment
* Get feedback

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### Reality - Examples

* Force Field Analysis (FFA)
* Agile assessments
* SWOT analysis

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### Options

* What can you do to bridge the gap?
* What are the options?
* Who can help you?
* What do you need?
* Brainstorm

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### Options - Examples

* Brainstorming (as a team)
* TOWS analysis
* Impact mapping

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### Way Forward

* What are the actions?
* Commit to action
* What are the next steps?
* Timing and action plan

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### Way Forward - Examples

* Minimum vialble improvement (MVI)
* Roadmaps
* Hypotheses to be tested

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### Coaching Operating Principles

1. Trusting relationship
2. Human potential
3. Pragmatism
4. Three-way learning
5. Context
6. Full engagement

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## Coaching Modes

#### Mentoring

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> Mentoring is a partnership based process in which an experienced individual (Mentor) assists another person (Mentee) in making significant advances in knowledge, skills, perspective, and vision to develop their full potential.

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| Element           | Shift Required                     |
| ----------------- | --------------------------         | 
| Mentor Role       | Directive > Facilitative           |
| Mentee Role       | Passive Receiver > Active Partner  |
| Learning Process  | Mentor-Directed > Self-Directed    |
| Relationship      | Calendar-Focused > Goal-Orientated |
| Focus             | Knowledge > Reflection & Application |

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### Focus on Learning Styles

* **Activist** (Doing) - Hands on / open-minded
* **Reflector** (Feeling) - Careful, thoughtful
* **Pragmatist** (Thinking) - Practical, realistic
* **Theorist** (Watching) - Logical, rational

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### Mentoring Techniques

* **Support** - Holding Activity / Safe Place
* **Support** - Identification of stumbling blocks
* **Challenge** - Creative tension
* **Challenge** - Feedback

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## Coaching Modes

#### Facilitation

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> Facilitation is a fluid process of engaging participants in creating, discovering, and tapping into group synergy that inspires them to maximize performance.

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**Acts as a "guide on the side"**

Assists the participants to enhance <br>the effectiveness fo their work

Helps them know their common objectives

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### Benefits of Facilitation

> Increases the quality of and commitment to decisions

> Improves working relationships and implementation time

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### Benefits of Facilitation

> Improves personal satisfaction and organizational learning

> Discovers the wisdom of the team and enables its growth

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#### 1. Observe and Select

What do I see and hear?

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#### 2. Make Meaning

What do I think cuased this to happen?

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#### 3. Choose How to Respond

Is this worth saying something about?

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#### 4. Test Observation

I think I saw/heard X. Did I miss something?

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#### 5. Test Meaning

I'm thinking X. What do you think?

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#### 6. Jointly Design Next Steps

I think it would be helpful X. What do you think?

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#### Explain reasoning and intent

The reason I'm saying/asking this is X

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## Mapping

**Coaching Modes to Areas of Focus**

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## Gemba Walk

#### Different Views

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### Potential View

* True potentials in teams and individuals
* Trends that inform future strategies
* New markets for products and services

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### Waste View

* Waste identification and removal
* Quality loss
* Muri (overburden)
* Mura (variability)

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### Problem View

* How to solve the problems?
* What are we trying to achieve?
* What is getting in the way of this goal?
* Consider: Policy, People, Process, Tech

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### Kaizen View

* Patterns, forms, habits, routines
* Gaps of perception with reality and culture

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### The 8x Wastes

* Defects
* Overprocessing
* Waiting
* Non-Utilized Skills
* Transportation
* Inventory
* Motion
* Extra-Processing (downtime)

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### The 5S

* Seiri - Sort (easy to do work)
* Seiton- - Strighten (organise)
* Seiso - Shine (clean)
* Seiketsu - Standardize (practices)
* Shisuke - Sustain (training/feeback)

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## Team Coaching

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### Attributes of Team Coach

* Focus on the whole
* Systems-thinking perspective
* Comfort with ambiguity
* Ability to set boundaries
* Long-term view

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### Types of Intelligence

> **Emotional intelligence** is the capacity to identify, express, and skillfully leverage emotions to complement each other skills.

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### Types of Intelligence

> **Social intelligence** is the capacity to accurately empathize with another’s experience and create a relationship to meet the purpose of the team

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### Types of Intelligence

> **Relationship intelligence** is the ability to interpret oneself as an expression of the DevOps team. What happens is not only personal, but it also belongs to the DevOps team

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## Team Coaching

#### Facilitation vs Coaching

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