Navigating the Future of Agile Coaching

What’s next for Agile coaching? Brian Milner and Andreas Schliep dive into the shifting landscape of Agile coaching, the differences between Scrum Masters and Agile Coaches, and how to carve out a sustainable career in a changing industry.

Overview

In this episode of the Agile Mentors Podcast, Brian Milner and Andreas Schliep explore the evolving role of Agile coaching, the challenges coaches face in today’s market, and the skills needed to thrive in a shifting industry.

They break down the differences between Scrum Masters and Agile Coaches, discuss how to develop a personal coaching style, and emphasize the importance of integrity and resilience. From navigating layoffs to redefining what it means to be an Agile leader, this conversation offers valuable insights for anyone looking to grow in their Agile career.

References and resources mentioned in the show:

Andreas Schliep
Certified ScrumMaster® Training and Scrum Certification
Certified Scrum Product Owner® Training
Mountain Goat Software Certified Scrum and Agile Training Schedule
Join the Agile Mentors Community
Subscribe to the Agile Mentors Podcast

Want to get involved?

This show is designed for you, and we’d love your input.

• Enjoyed what you heard today? Please leave a rating and a review. It really helps, and we read every single one.
• Got an Agile subject you’d like us to discuss or a question that needs an answer? Share your thoughts with us at podcast@mountaingoatsoftware.com

This episode’s presenters are:

Brian Milner is SVP of coaching and training at Mountain Goat Software. He's passionate about making a difference in people's day-to-day work, influenced by his own experience of transitioning to Scrum and seeing improvements in work/life balance, honesty, respect, and the quality of work.

Andreas Schliep is a Certified Scrum Trainer and executive partner at DasScrumTeam AG, helping organizations navigate complex projects with agile methodologies. A thought leader and co-author on Enterprise Scrum, he empowers teams—from startups to Fortune 500 companies—through high-impact coaching, training, and a passion for continuous learning.

Auto-generated Transcript:

Brian Milner (00:00)
Welcome in Agile Mentors. We are back here for another episode of the Agile Mentors Podcast. I'm here as always, Brian Milner, and today I have someone we've been trying to get on here for a little bit, and I'm excited to have him here. Mr. Andreas Schliepp is with us. Andreas, thank you for being on.

Andreas Schliep (00:17)
Thank you for inviting me.

Brian Milner (00:19)
Yeah, very excited to have Andreas on here. Andreas has been in the community here for a long, time. He's been just really generous with his time and he's mentored a lot of people. He's a CST, a Scrum trainer. He's also a certified enterprise coach. So he has kind of those dual high level certifications with the Scrum Alliance. But he mentioned to me earlier, he's kind of always considered himself a Scrum trainer. But he's also a coach in this group called the Leadership Gift, or there's also another name here that they've used recently, Responsibility Immersion. So that might come to play in our conversation here because we wanted to talk about sort of the future of agile coaching and agile coaches in general. There's a lot of turmoil, there's a lot of upheaval and things that are shifting and changing every day in our profession. So I guess, you know, let's just dive into the topic here. Andreas, how do you see things currently? And, you know, in a broad sense, where do you see them going?

Andreas Schliep (01:18)
Yeah, so first of all, why am I concerned? So typically I say that I kind of, train coaches and I coach trainers. So most of my work is centered around the path of scrum masters and how they can kind of acquire the necessarily skills and insights to become actual coaches themselves. Or scrum coaches as I would prefer to say it. And that includes a lot of stuff like we want to equip them with facilitation, with training skills, with coaching skills, with systemic observations and other methods. And we've been doing that for a couple of years. And so of course we came across lots of good people, good coaches and good trainers, good consultants out there. And we kind of kept our community open. So it's not like people attend our classes and then we forget them or we only have closer relationships to our corporate customers. It's like we kind of managed to build some kind of little community. People keep coming back and we keep chatting about what's going on, what's happening in their environment. And as a mainly training focused company, one of the first effects that we notice is that our classes are getting emptier and emptier. So what's going on, especially advanced classes are not that well. So we still have some, well, yeah. basic attendance, but it's not as it used to be. well, a couple of years ago, we had like full classes and everything, and then COVID hit and we could say, okay, so COVID kind of reduced the demand for edutraining. And then the next crisis came and the next catastrophe and the next disaster. But there have also been some structural changes. I think that we are currently experiencing two effects that happen at the same time. So the one thing is that, well, Diana Larsen put it that way, Agile has won. So there's no doubt that organizations employ Agile methods and want to use Agile practices, some of them with, some of them without any clue about what that even means or what Agile thinking or Agile attitude behind it is, but still, there's no shortage on like the use of Agile or the, but there's also no shortage of the Agile basic training or educational videos, content or whatever. So people get lots of more resources than we used to get back then when we had like this one scrum book by Ken Schwabe. So read this and then you went out and said, how do I do that? So. And then came the second book by Mike Cohen and the third book and so on. had to, had all these puzzle pieces coming together where we needed to find our own way and build our proficiency. And now you get a flood of books and stuff going on, which is fine. So the one thing is that of course our profession is developing and it's kind of natural that you will notice some kind of within that. But there's another effect and this is one thing where we scrum trainers can kind of take responsibility for our own contribution. It's the fact that organizations can hire an unlimited number of low-level agile coaches nowadays. There's been no quality control. Anyone who went through a two-day CSM class could call themselves agile coaches and they got hired for lots of money and eventually produced nothing. some of them, some agile coaches or people who call themselves agile coaches even caused chaos. So, and the systems. that they were affecting started to kind of fix themselves and heal themselves from the Agile coaches by expelling those. So, and of course, maybe you have a third effect, which is sometimes it just doesn't work and you blame the Agile coaches. So if you just lay on your couch and you do nothing and your doctor tells you, you have to get moving, you have to get up and get moving and say, yeah, it's a bad doctor because... I still lie on my couch and my health is deteriorating and this doctor doesn't help me. He doesn't give me what I want. What do you want? Yeah, I want just, I would just want a pill that I can swallow that I'm healthy. It doesn't work that way. And then we had those people who were selling those pills, yeah, who were telling people, here we got a, we got a safe way that you can do this. All you need to do is implement this process, hire our consultants.

Brian Milner (05:26)
Yeah.

Andreas Schliep (05:43)
We kind of made all the thoughts and the heavy thinking ourselves beforehand and you just need to install it. Here's the roadmap, here's the process manual, here's the 300 page guide. Just do it this way. And this is also detrimental. now we have, I've been talking to many people, many great people, you've been laid off, who are looking for a new orientation.

Brian Milner (06:05)
Yeah, yeah, I agree. I mean, I think you laid that out really, really well because there's I think you're right. It's kind of a multi effect scenario. There's a lot of things affecting it. And I know I've had conversations with with friends and colleagues about this. And, you know, we've talked a lot about the I think more kind of the second thing that you're talking about, just that and It's sort of a chicken and egg thing because the industry has built up and spread agile concepts through offerings of usually two day classes. You and I both do those quite regularly. And I think we probably both would say that's a very valuable thing. to go through sort of that immersion kind of a couple of days to learn it and get a foundation in it. But there may have been sort of a misconception or it may have been sold incorrectly to say, now you're ready to lead an organization and transforming from zero to 60 in Agile. when you're not, right? I mean, you've got a good grounding. You're ready to begin learning with a team, but it's the first step. There's gotta be some sort of ongoing support system that when you come up against something that you don't really know how to handle, that you have someone to ask. You have somewhere to go to get help and get answers. Even the, you I work with Mike Cohn, I think he's a great trainer. But even a two day class with Mike Cohn, I don't think is gonna make anyone an expert that now you're ready to, you know, take on the huge challenge of cultural change within the organization, you know?

Andreas Schliep (07:53)
Yeah, yeah, it's like with anything agile, these classes are a starting point or a waypoint and not a designation. It's not the goal. So when I made my driving license, my driving instructor told me, and in Germany you have to spend lots of hours with your driving instructor. And my driving instructor told me gladly, now you can get to practice on your own. He was happy that he didn't have to co-practice with me any longer because I wasn't the best driver. So I actually aced the theory test, but the practical driving was a little more difficult and kind of probably was bad for the blood pressure of my driving instructor. yeah. And that way, but I never thought about this. So the idea was I get the permission or I get the next level to the next step. And the next step will be, I want to learn proper driving. And that's something that you need to do on your own. And with this understanding, we try to kind of provide a path for people to become better scrum masters and agile coaches by kind of revamping the CSP path, the scrum aligns and other things. A glorious project that also failed gloriously. I'm still not entirely sure why, but probably because the Scrum Alliance and many other people failed to understand the similarities between Agile Coach as a profession and the Scrum Master as a role. So they claimed that there were two different things. And I think that's also a structural issue in organizations.

Brian Milner (09:16)
Yeah.

Andreas Schliep (09:25)
that they see Scrum Masters and Edge of Coaches as different things. So the Scrum Masters work on the team level and they just know their Scrum and they facilitate the meetings and then they come up with nice cookies for the retrospective so that everybody on the team is happy. And occasionally they take one of the team members aside when they have some issues and help them go through that. That's totally fine, but the Edge of Coaches do the real stuff. release train engineers and the others, do the organizational thing and they don't bother with what's happening on the team level because they need to do the important things on the higher level. And with this attitude somehow fueled by some decisions by Scrum Alliance and other organizations like, yeah, in order to become a certified team coach or certified enterprise coach, you have to kind of prove that you're... had coached like 2000 hours or 2500 hours. But by the way, the scrum master worked. It doesn't count towards this coaching, which is totally ridiculous. So that means the misunderstanding of the role is a structural problem. Another structural problem is that the organizations that would need the most experienced scrum masters, they attract all the rookies.

Brian Milner (10:16)
you

Andreas Schliep (10:34)
because they don't even know what a good scrum master would cost like. They have those two day or even less day. I heard about a transformation at a large automobile builder in Germany. They had something like a half day class for scrum master training within the safe environment. And they wonder why they fail. They wonder why they're failing.

Brian Milner (10:53)
Ha

Andreas Schliep (10:54)
On the other hand, we have organizations, even here in Germany, they have great leadership and coaching concepts. So they develop the Scrum Masters. They have the finest Scrum Masters ever on such a high level that the teams actually don't need them because the teams also evolved by taking care and taking responsibility for themselves and paying attention to the work. So they're kind of over-coached. So like, I think it was at Rally 10 or 15 years ago. There was a period when the external rally coaches didn't get so many contracts. And so they went inside and coach all the software teams and rallies at Rally. And after three or four months, the software team said, please, please give us a timeout, give us a break. We over coach. It's just too much. We just want to do some work and maybe not get better for like a month or two before we, because it's

Brian Milner (11:42)
Yeah.

Andreas Schliep (11:47)
It's hard always to get better and even better and you're so excellent coaches, cut us some slack. So that's so, but this is the structure. So on the individual level, it's just the same as with any major shift in any kind of industry. If your current profession or your current job title doesn't fit any longer, focus on what you're good at and see that you

Brian Milner (11:54)
Yeah, yeah, yeah, right.

Andreas Schliep (12:13)
become excellent at that. So that's, it's an old formula. It's an old formula and it can be different things. So I know about some scrum trainers who go and went into software development again, because they said, actually, I'm passionate about software development. I can understand that. I have a developer background as well. So sometimes I'm not that unhappy about taking care of a website and other stuff. It's a nice distraction. But some are really great facilitators. But if they only go out with a label, agile coach, and do not let the facilitation skills and experience shine, then they might get a mis-hired. So we have great personal coaches in there. So people with various skill sets. And if you take a look at the agile coaching growth, we have Biomark, some of them others.

Brian Milner (12:37)
Right.

Andreas Schliep (13:00)
You see that it's a vast field. So you cannot expect anyone, maybe the two of us, but you cannot expect anyone to be, not even me, so anyone to be excellent in all these knowledge areas and to be such a light and catalyst in everything. So the idea is to find your own way how you can contribute best. and then collaborate with others in their fields. So for me, the most interesting areas in that field are training and facilitation. Because I think that's the main thing that agile coaches or scrum masters can shine in.

Brian Milner (13:41)
Yeah, I've always loved, know, Lisa Atkins has that kind of different aspects of a coaching stance. And one of the ones that she had there that I've always loved is the idea of having a signature presence. And I remember when I first kind of encountered that, was, when it kind of sunk in, it was a very freeing idea for me.

Andreas Schliep (13:49)
See you.

Brian Milner (14:01)
to, you know, kind of like you're describing there, there's so many different aspects that you could, you know, try to do and you could do well, but it's too much for any one person to do all of it. So that signature presence to me, one of the things that I really kind of took away from that was know what you're good at, right? I mean, there's something about you that you bring from your own personality and your history and and everything that's made you who you are that is unique. And when you can find what that is, then it's almost like prior to that recognition to me, I was almost even a little ashamed that that was where my strength was. And I felt like I had to make up on these other areas that I struggle with or I didn't do as well. But that concept to me,

Andreas Schliep (14:47)
Mm-hmm.

Brian Milner (14:52)
kind of help me see, no, there's something that's really unique about how you approach things. And if you recognize that, lean into it because nobody else can offer that, right? Nobody else brings that to the table because that's uniquely you.

Andreas Schliep (15:06)
Yeah. Yeah. I have to admit, well, we're both with Scrum Alliance and I've been with Scrum Alliance for more than 20 years now. But some of the biggest insights about Scrum and the role of Scrum Master were some things that I actually learned by looking through the Scrum.org certification parts. So just out of curiosity, I started digging into the... Professional Scrum Master Series by Scrum.psm1. Okay, PSM1 is a walking part, so that's no big deal. 50 minutes without preparation, A's are done. Okay, next thing, PSM2, was a little more chilling. Okay, there are some different concepts in the way they address Scrum. And I completely faded PSM3. So that's interesting. So I should have known that. And the point is that...

Brian Milner (15:52)
Huh. Yeah.

Andreas Schliep (15:58)
There are differences in the message and the Scrum Master and the Scrum.org framing of Scrum is far more of a leader. So they take far more responsibilities. They are much closer to a sports team coach actually, even taking care of the crew and even throwing people out of the team if necessary. Then the fluffy Scrum Master social worker thing. with no real responsibility always in the background that we appear to propagate sometimes that I even have propagated lots of times. And I see this in my own style as well. So I'm rather strong at the facilitation part and working from the side of the background of people. But sometimes I see, and I think that's a big challenge for many agile coaching scrummers out there.

Brian Milner (16:32)
Yeah.

Andreas Schliep (16:48)
When it comes to the situation where I should take the lead, I'm still reluctant when I say, okay, yeah, somehow I don't want to step under the feet of others. I want to give them room. I want to be in my facilitator stance because I love that stance and that's my personal brand or whatever. The calm way and listening to people and integrating all voices. But all of a sudden, I encounter situations where say, my voice first. So, yeah. So let's do it that way. this week, I kind of stopped the client workshop in the middle. I said, so yeah, what is that? here you booked me for the entire day, but I noticed that you're very upset about important stakeholders missing.

Brian Milner (17:19)
Yeah.

Andreas Schliep (17:39)
I also noticed that you don't see the point in reiterating some other concepts that I prepared. you could use these methods and then talk to your stakeholders, but you rather want me in this room with your stakeholders and have this discussion together. So let's just stop this now. And I offer you a gift. I will come back for another half of days. So we stop this half day. You can use your time for something else. I can use my time for something else. And then I come back, but only if you have your manager in here. So if you bring your boss, I will come for another half day and then we finish this and deal with these questions. And they were kind of impressed that I was offering them. But where's the point? I needed to change the mode. I couldn't stay and I think this is something

Brian Milner (18:20)
you Yeah.

Andreas Schliep (18:29)
which is another great opportunity for Scrum Masters or agricultural coaches to say, what if I stepped into this leadership role?

Brian Milner (18:37)
Yeah. Yeah, that's a great kind of approach to it. And I know we've had some similar things at Mountain Goat as well, where we've worked with some clients and you kind of show up and you start to get into the things. Or even sometimes in the kind of just pre-work calls where you're trying to arrange things and talk through what is it you want to get out of this. And you sort of get that feedback and understanding that this is really just checking a box, right? They wanna check the box that they did this, but really making the change. No, they really don't wanna make the change. They really don't wanna have to change what they do on a day-to-day basis. you kind of are, as a coach or a trainer, you kind of get to that decision point where you have to say, at what point do I call this out? At what point do I say, you know what? You're gonna waste your money. Right? mean, I can come and do this. I can take your check. I can go away, but it's not going to make any difference. And you're not ready for it yet. and, that's, that's always a really hard decision. When you get to that point, when you realize, you know what? It's not serving your needs for me to, move forward here. You know, it's, it's, you're not going to be happy with me.

Andreas Schliep (19:48)
Yeah. I think it's important to maintain the personal integrity. the whole point about resilience is that you kind of are able to change while you maintain your own identity. So the path that you are trying to. And this change can mean a lot of things. So if someone would tell me, you've got to stop with Scrum now because Scrum is now forbidden everywhere. I would kind of dig into the facilitation. So I joined the IAF, the International Association for Facilitators. I don't have a credential there yet, but this is something if I would go into more facilitation gigs, this would be very interesting for me. I also became a coach in the responsibility program with Christopher Avery. First of all, I think that was a nice addition to my training or to my work with leaders. But then I also discovered that this is kind of navigation aid for myself. So whenever I do something, I start with what do I want? So what do I want? How do I want the situation to evolve? What is the outcome that I want to achieve? And how am I blocking myself from that? So what is kind of my inner blocker that prevents me from getting what I want?

Brian Milner (21:03)
Yeah.

Andreas Schliep (21:04)
So I could also talk about external blockers, but these external blockers are sometimes just things on my path that I choose to say, okay, I can't go there because there's this blocker. And when I found these two things, so what do I really want and what is blocking me? I can go and make a decision. I can confront myself. And with this ability, I'm pretty sure that I'm able to respond to any kind of situation. So, and... whether I pursue the facilitator part further or whether I go into the coaching way. I love to work with groups so that just the one-on-one coaching is not so interesting for me. But these are kind of independent from what I'm doing now, but also based on what I'm doing now. So I can derive lots of good skills and insights and approaches from what I did as a scrum trainer so far, what I have done as a scrum trainer.

Brian Milner (21:58)
Yeah. Well, I think when I'm hearing and tell me if I'm misquoting this or saying it or misunderstanding, but it feels like there's sort of an element here that, you know, I think a lot of us sometimes, have some kind of a title that we've earned. and we, we sort of inherit from that, set of, activities or things that we feel empowered to do. based on that title. And what it sounds like I'm hearing from you is it should kind of be the reverse. You should think about what you do well and the titles may come and go. They may change the descriptors that people use to describe what you do, it might change, but what you love to do with the activity, what you're good at, that can shift and change a little bit and don't be so concerned with the title.

Andreas Schliep (22:45)
Yeah, so edge-hired coaches still can keep this kind of title for the tribe to identify a peer group. And I've also joined edge-hired coach camps even as a scrum trainer. because this identification is important to say, okay, I know a couple of people who have different skills or different things who are some more similar to me, but I don't think we should stick to Agile Coach as a job title and only look for Agile Coach offers. But rather go out and see what's out there, what opportunities do we see. Apply for weird stuff. So at the beginning of this year, I applied as a facilitator for United Nations volunteer program and even made an extra language proficiency exam before that because I had to kind of prove that I'm at least at level C1. for this job. I just did it because it was there because this opportunity came through the International Association for Facilitators. I just said, okay, I don't know. They didn't even throw me back. I don't have anything, but I just, I want to apply for this. I want to get this material together. I want to show that I'm potentially able to do this. I will be far too expensive with my current rate, but yeah. And I think anyone currently in the situation as an edge on coach being laid off or looking for another job should kind of step back and go through these steps. So what do I want? What are the activities that I'm really passionate about?

Brian Milner (24:13)
Yeah.

Andreas Schliep (24:13)
And the answer might be surprising. So sometimes, it's actually coding. Maybe we'll get back to the basics.

Brian Milner (24:19)
Yeah, yeah, you're right. I've known a lot of people or I've known several people, I guess I should say, that have kind of maybe migrated backwards. If you think of it in that way, I don't know that's backwards, but migrated to their roots a little bit more, you know, and maybe left training, but went back to doing, you know, managing software teams or even coding just because they enjoy it. And I think that's a great thing if that's...

Andreas Schliep (24:41)
Yeah.

Brian Milner (24:45)
brings them happiness, you know?

Andreas Schliep (24:47)
Yeah, you know, when the whole agile thing started, they came up with a little website and the website says something like, we're discovering better ways to sort fire customers or so. I don't have a probably and helping others to do it. And if even if you go back or if you go to actually start working as a developer again. You still bring the edge of spirit and you still bring the ideas and methods of collaboration. It's going to be so helpful in your environment. Especially with new technologies, AI stuff and remote work and all these things kicking in. Everything looks like it's making your work more difficult. Massive layers like even media firing developers now, not only edge of coaches. So we have... so many disruptions to deal with. And I think that, well, kind of resilient HR coaching tribe stance is helpful in whatever role you fulfill afterwards.

Brian Milner (25:43)
That's really good. Yeah. Well, this has been great. I really enjoyed the conversation. Sometimes you're not really quite sure where we're going to end up and where we're going to travel, but I've really enjoyed all the directions we've taken here, Andreas. So I can't thank you enough. Thank you for making time and coming on and sharing your experience and wisdom with everyone.

Andreas Schliep (26:00)
Mm-hmm. Yeah, was great fun and thanks for the opportunity and I hope that this will help some people find little more guidance, least a little more confidence if they don't find guidance yet.

Brian Milner (26:13)
Yeah, I agree. Thank you very much.

Andreas Schliep (26:15)
Thank you.