Agile Coach meets Manager
summary
Experience shows managers get promoted for craft, not people skills, and often lack training for difficult conversations, salary reviews and conflict resolution; agile coaching supplies concrete fixes: introduce meeting structures, run regular retrospectives, teach one-on-ones and explicit expectation-setting so teams get planning cadence and psychological safety. Example: a team labelled “needs safety” actually needed planning meetings and structure; after introducing those routines the team stops grabbing unready work and the cadence stabilizes.
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chapters (11)
- 0:00Intro
- 1:50Why talk about this
- 6:38What is an Agile Coach
- 11:16Agile Coach vs Manager
- 14:48Expectations
- 18:31The boss
- 20:27The manager
- 23:54People skills
- 28:06Accountability
- 32:14Change the industry
- 35:41Wrap up
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