Why are external agile coaches so popular?
I think that they are appealing to management because they have an external view of the organization. Organizations have a hard time understanding their dysfunction, if they are able to recognize it all. Outsiders bring experience from other organizations and don’t have fear in challenging organizational norms.
However, the use of external coaches long term is not very sustainable. How do we develop internal coaches (and programs) that allow, promote and encourage internal coaches to see their organizations through the eyes of an outsider while leveraging their institutional knowledge?
Lyssa Adkins lead a team at the Scrum Coaching Retreat that put together some thoughts about running an internal coaching consultancy (coaching services). It’s a great start, but I still challenge how do you get that outsider’s view? How do you not fall trap to the “Stockholm Syndrome“?
What if coaches had an exchange program, where they could spend time at other organizations or you could invite an exchange coach into your organization for a fresh perspective? Maybe this is just done by using external coaches and mentors?
What if coaching groups were shared among multiple organizations so that the best of each organization could be preserved, but the negative aspects could be seen with a critical eye?
Insert your what if.. in the comments below…