With this post I provide an overview on the format, share some of my learnings and hopefully inspire you to either join one of the next public sessions or host your own session too.
Lets first have a brief look on the definition of a CoReDay:
A CoReDay is an organized and structured day, where (agile) coaches can help each other to solve current practical problems.
For our first CoReDay we followed this suggested agenda:
- A brief overview on the agenda and CoReDay format
- Get to know each other – using a triad
- 1st supervision session – we started with a cooperative case advise format
- A longer lunch break followed by the 2nd format – we used a Walk & Talk
- 3rd supervision session – the coaching dojo
- A retrospective including a reflection on the used formats, key takeaways by every participant and wishes for improvements
Triad – Get to know each other
finished they form new triads in a self organized way (sometimes leading to pairs or larger groups – but stabilizing in triads later on and with some reminders ;-).
Cooporative case advise
It is one of the formats we already use in our agile coach team but this time it was even more structured and followed 8 steps I’ll briefly summarize.
At the beginning we formed groups of 5-7 members and provided one facilitator (tasks: briefly explain the format, time boxing, taking notes) for each group.
|1 – 10′||Case selection||Usually one starts with a given case, thats why this step is only necessary for the CoReDay.
We collected topics from the group, limited by the space of one flip chart 😉
Followed by a dot voting selection of the topic to apply the cooperative case advice for.
The member who suggested the topic becomes the person in the hot seat – the case provider.
|2 – 10′||Case introduction||The case provider describes the case in all detail.
The facilitator helps to take notes and closes the 10′ by asking: Is there one important thing to add for this case?
During this phase the group just listens.
|3 – 10′||Questions by the group||Now it is the groups turn.
They have to ask all the questions necessary to further understand the case and the case provider answers as best as possible.
The facilitator asks the case provider and group to extract the main question for the case.
The question should be visualized, best done by the case provider, to ensure it is her language and connection to the case.
|4 – 10′||Hypotheses about the case||Ask the case provider to turn her back to the group – turn her to no eye contact and just listening mode (can be tough sometimes).
The group builds hypotheses – proposals intended to explain certain facts or observations – about the case.
The group (excluding the case provider) make assumptions about the case and what could be the underlying reason and circumstances.
The facilitator ensures that all hypotheses are captured so that we can use them in further steps, either by taking notes himself or asking the group to do it
(based on the groups experience we learned, that it is better when the facilitator takes notes. It ensures an equal level of engagement for all group members).
|5 – 10′||Reflection on the hypotheses||Now it’s time for the case provider to reflect on every hypothesis.
The group just listens. (In case there are clarifications necessary short answers can be given)
|6 – 10′||Options for actions||Using the input from the case provider the group now has the task to provide options for actions.
What are answers to the given question? What can the case provider do next.
Again time for the case provider to turn around, just listen and avoid eye contact.
A really important step as there are the groups different perspectives used to solve the case providers problem.
The facilitator (or a group member) ensures that all action options are captured.
|7 – 10′||Reflection of the options for action||The case provider again joins the group and reflects on all actions for options.
At the end of this reflection round the facilitator asks: “Do you have a sufficient answer to your question <phrase the original question>?”
|8 – 10′||Group reflection||The group reflects on the cooperative case advise session.
What was difficult?
How did the case provider perceive the 60′ minute working with her case?
Walk and Talk
The pair goes for a walk.
During the walk, one member starts talking about herself – in a 20′ timeframe. As a guidance you can provide the following questions:
- What makes it a great Agile Coach?
- What I’m good at already? What is easy?
- Where is my potential? What is difficult?
- What are my next steps of development?
It’s important to not go into a dialogue (beside the active listening reflection questions) but really listen and let the peer talk 20 minutes. If there is silence, welcome it.
Again one of the formats we already use in our agile coach team, but it got some additions that make this exercise even more interesting.
How does it work
- a facilitator and observer, keeping timeboxes
- 1 case provider – the coachee, who would like to solve a problem
- 2 or more coaches, who help the coachee to find a solution
- 2 or more observers, who intensively watch the coaching sessions
|1 – 10′||Select roles||The group decides who acts in what role during the coaching dojo. It’s recommended to have one experienced coach working as the coach to provide orientation for the other coaches.|
|2 – 5′||Coaching dojo explanation||The format of the coaching dojo and especially click and rewind are explained.|
|3 – 15′||Coaching session 1||
The first coach works with the coachee. All observers take as much notes as they can for the session.
They watch the type of questions and coaching techniques used, the rapport between coach and coachee, body language and all that could be helpful as feedback for further improving the coaching.
The facilitator keeps the 15′ time box!
|4 – 15′||Coaching session 2||see above|
|5 – 15′||Coaching session 3||see above – either a session with a 3rd coach or a session with 2 coaches in parallel in case there are just 2 coaches available|
|6 – 10′||Debriefing||The observers share their observations for all coaching sessions.
This can either be done in a format where all observers talk to one another like having a cafe session or with direct feedback from observers to coaches.
The facilitator takes notes, that can be shared in the whole session.
Closing with a retrospective
- What one key take away from the CoReDay?
- What is your feedback on the used session formats (triage, cooperative case advise, walk and talk and coaching dojo)?
- What would you like to change for the next get together?