To Coach or Not to Coach — That Is the Question
summary
Discusses when to coach versus instruct or advise by using the Reifegradmodell (competence vs. engagement) to decide whether to give orders, advice or coaching. Presents concrete practices: Feedback im Dreiklang (observe without judgment, state your reaction, suggest an impulse), meeting rules, delegated decision limits and a delegation program, tandem team coaching, and explicit escalation for breaches. Argues that situational steering of tasks (matching intervention to maturity) produces faster capability growth than uniform hands‑off policies.
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chapters (9)
- 0:00Introduction
- 2:08GOOD LEADERSHIP = GOOD COMMUNICATION A Speaking with adults B Instructions, advice, coaching: mastering the ABC C Leading a team
- 15:47PRACTICE, PRACTICE, PRACTICE Feedback in three parts Meeting rules Delegation poker
- 26:34THE AGILE MANIFESTO DEMANDS SELF-ORGANIZING TEAMS The best architectures, requirements, and designs emerge from self-organizing teams.
- 27:05LEADERSHIP STYLES IN COMPLEXITY Technical Process Disciplinary
- 30:52INSTRUCT, ADVISE + COACH I can instruct a solution. I can suggest multiple solutions
- 32:48THE COACHING ATTITUDE MAKES THE DIFFERENCE! Empathy for those involved Distance from the matter Detachment from the system
- 39:25Addressing the conflict Formulating acceptable feedback
- 43:17WORKING IN THE LEADERSHIP TEAM Complex systems: Strategic, operational + normative Matrix axes Complex systems: Technical, process + disciplinary
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