The Agile People Coach - an Alternative Career Path for Leaders & HR
summary
Argues HR and managers must become Agile People Coaches who treat organizations as social systems, not machines, and remove annual budgets and fixed performance ratings to stop gaming and enable learning. Recommends tools: employee journey mapping, OKRs, scrum/kanban, value‑stream mapping and the psychological safety game; defines roles like reflective observer, navigator and guide. Cites an Agile People manifesto co‑created by 19 people from 15 countries and a global roster of coaches on agilepeople.com.
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chapters (30)
- 0:00Intro
- 0:43AGILE PEOPLE?
- 1:11DOUGLAS MCGREGOR
- 2:29THE FUTURE OF WORK
- 3:19THE ORGANIZATION IS A SOCIAL SYSTEM, MACHINE
- 6:28ABOUT CONTROL
- 6:58THE BUDGET PROBLEMS
- 7:39TRADITIONAL PERFORMANCE RATINGS
- 8:59GALLUP - STATE OF THE GLOBAL WORKPLAC
- 9:27CHANGE...
- 11:27NEW RULES AND ROLES FOR HR
- 11:41WHY HR NEED TO LEAD THE TRANSFORMAT
- 12:48ENABLING SKILL DEVELOPMENT & GROWTH
- 13:24T-SHAPED COMPETENCE
- 14:02EMPLOYEE EXPERIENCE JOURNEY MAPPING
- 14:45DIFFERENCE BETWEEN HR-PRO AND THE AGILE PEOPLE COACH
- 14:58FROM MANAGING PERFORMANCE...
- 15:10TO ENABLING PERFORMANCE
- 17:13DIFFERENCE BETWEEN THE MANAGER AND THE AGILE PEOPLE COACH
- 17:55AGILE COACH VS. AGILE PEOPLE COACH
- 19:53LEADER/EXPLORER ROLE
- 20:56MASTER OF AGILE
- 21:37HR PROFESSIONAL ROLE
- 22:09GUIDE ROLE
- 22:33NAVIGATOR ROLE
- 22:55REFLECTIVE OBSERVER ROLE
- 23:36ROLE DEPENDING ON PURPOSE, PEOPLE AND SITUATION
- 24:13WE CAN ONLY CHANGE ORGANIZATIONS BY REMOVING LIMITING STRUCTURES TOGETH
- 24:43#NORECIPE
- 26:32AGILE PEOPLE MANIFESTO AGILEPEOPLEMANIFESTO
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