Training facilitation – Talk less, make more sense

As an Agile Coach serving to software program groups discovering methods to enhance their methods of working and ship higher options with larger high quality, I’ve a duty to do exacly the identical with my very own providers. This is a submit on how I’ve labored with enhancing my coaching periods.

I’ve carried out fairly quite a few coaching periods in varied settings. The extra programs/lessons I educate, the extra I realise that I would like to speak much less. Not as a result of I don’t have the data, however as a result of individuals don’t study so effectively, simply by hear me speaking and seing a slide deck projected on the wall.

Therfore I’ve come to worth a couple of ideas when designing coaching periods:

  • People don’t study from listening to me, so speak much less and interact them bodily and verbally within the studying course of.
  • I’m not smarter than everyone within the room mixed, so make the most of the data within the room.
  • I don’t know the nuances of my contributors context, so allow them to determine how concept applies to their context.

I’ve come to understand that I take advantage of these ideas in all coaching session I conduct, regardless if it’s a hard and fast scope course (eg. SAFe), a session about “Agile” I designed myself, and even in dance lessons.

With the final full day agile coaching session I developed and carried out, my purpose was to allow the contributors to behave otherwise to enhance their working surroundings in the direction of a extra agile vogue, with out telling them express the method they need to observe. With the ideas talked about above I designed a full day workshop, the place I solely did 3 ten minutes presentation throughout the day. The remainder of the day was about making sense of it, and share perception inside the group. Liberating buildings was the device to facilitate sensemaking and sharing.

The Learning 3.0 Flow by Alexandre Magno

Here is how the session was organised:

The session was about “Flow in Product improvement” and It was primarily based on the content material of Donald Reinertsen. D. Reinertsen’s work function foundation for a lot of (if not all) of the SAFe ideas, and since my organisation had been already utilizing SAFe, this session was additionally about connecting and understading the speculation behind these ideas.


  • Presentation (10 minutes solely): Showing to visualise fundamental ideas of stream and queues, to set the stage from an easy-to-understand and relateable context
  • Impromptu Networking – Sharing preliminary perception about why that is related for particpants and their context.
  • Presentation (10 minutes solely): A quick walkthrough of the 12 issues of the present orthodoxy, which Donald Reinertsen describe in his ebook, “The ideas of Product improvement stream – Second Generation Lean Product Development”
12 Problems of Current Orthodoxy By D. Reinertsen – visualised by me 🙂
  • Gallery Walk – To debrief the presentation. What confuses you essentially the most? What do you’re feeling strongest about? What gave you the most important perception?
  • TRIZ – To determine the issues that contributors might recognise in their very own context, whereas having enjoyable
  • Presentation (10 minutes solely): Introducing some ideas from Reinersens ebook. It could appear overwhelming with 175 ideas, and since we had been already working with SAFe, I made a decision to hyperlink it to the ten SAFe Principles to make it extra digestable.
  • “Make a Principle Poster”. Each group chosen a SAFe precept to visualise. Poster definition of achieved:
    • Principle title and quantity in a headline
    • What downside(s), from the present orthodoxy is that this precept attempting to resolve?
    • A drawing
    • A stement to clarify the way you in your position can work by this precept “As a [role/jobtitle] I’ll [do this action to live the principle]
Guidelines for making the posters ( Sorry for
  • Shift and share – To share insights and provides suggestions to posters throughout the group
  • 1-2-4-all – To talk about and join ideas to parts within the SAFe huge image, to construct understanding of the aim of the SAFe Process
  • Eco-cycle planning (and 1-2-4-all), to evaluate how the organisation was at present residing the SAFe ideas, and to find out the place enhancements could possibly be made.
  • 9 why’s – To determine and articulate why it issues to the participant to work by the SAFe Principles.
  • 15% Solutions – To assist the participant determine, the place and the way they might act, to begin enhancing, with out getting misplaced in how tough it could be.

Learning and findings

  • It labored extraordinarily effectively to have solely 3×10 minutes shows for the entire day
  • People had been engaged and energised throughout the entire session.
  • Laying the eco-cycle on the ground, created an superior group dynamic. Note: Make positive the objects are coloration coded in a means that makes it simple to get an outline from the gap, with out having to learn.
  • To save time throughout the workshop I experimented with individuals giving suggestions on sticky-notes throughout the Shift&Share of posters. This didn’t work as meant, and felt akward and ineffective, since there was no time to observe up on that suggestions. Instead the teams simply offered a couple of posters within the giant group, with suggestions from the massive crowd. This labored higher, however didn’t have interaction everyone as intented.
  • The Gallery Walk resulted in fairly lots of people being alone on one of many 12 stations, leaving them with no-one to speak to, in regards to the pormpts. Instead teams of three had been fashioned and the prompts mentioned in these teams. That labored fairly effectively, holding everyone engaged.
  • The 15% resolution actually made actions tangible. One contributors expressed it this manner: “I used to be about to depart the room with no hope, as a result of the duty to repair these challenges appears so overwhelming, and can contain the entire enterprise. But the 15% options gave me perception, that I can begin performing otherwise, to affect others. I depart now, full with power, and decided to execute my self-defined motion”

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