Free guide for agile coaches
The work organizations hire coaches for starts where the analysis ends.
Get the free 11-page PDF to explore five reasons organizations hire coaches when the evidence is already available but a decision still needs to be made, carried through the organization and sustained.
Inside the guide
The guide examines what organizations need from a coach beyond the findings.
- What changes when a recommendation touches a decision leadership already owns?5
- How does a finding become a decision leadership can carry forward?6
- Why can a hard call remain stalled when the evidence is already clear?7
- What makes a decision survive after the meeting?8
- What does the organization need when pressure reaches the people doing the work?9
When the evidence is not the whole job
A technically correct recommendation can still fail to change what happens next.
The analysis may be ready before the meeting begins. The harder question is what happens when that evidence meets previous decisions, delivery commitments, organizational pressure and shifting priorities.
The recommendation has organizational consequences
A finding can challenge a structure or decision that someone in leadership previously championed.
The evidence does not make the decision
A room can agree on the problem while the path from analysis to action remains unclear.
The meeting is not the end of the change
A commitment can be made on Monday and face a different priority by Thursday.
About the author
The guide is written by Sonya Siderova, Founder and CEO of Nave.
Nave grew out of a product development team that was delivering just 25% of what it committed to. After adopting Kanban, the team began making decisions from delivery data instead of opinions. That experience led to Nave, a flow analytics platform trusted by 7,000+ delivery teams worldwide.
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