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[#]: subject: "Why Agile coaches need internal cooperation"
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[#]: via: "https://opensource.com/article/22/7/agile-coach-internal-cooperation"
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[#]: author: "Kelsea Zhang https://opensource.com/users/kelsea-zhang"
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[#]: collector: "lkxed"
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[#]: translator: "aftermath0703"
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[#]: reviewer: " "
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[#]: publisher: " "
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[#]: url: " "
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Why Agile coaches need internal cooperation
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======
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An Agile coach is only as successful as their Agile partner. Here's how to foster internal cooperation and create an Agile team.
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![Working meetings can be effective meetings][1]
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Image by Mapbox Uncharted ERG, [CC-BY 3.0 US][2]
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If you're an Agile coach, you probably seek to inspire and empower others as an external member of your team or department. However, many Agile coaches overlook the importance of internal cooperation. That's not necessarily a term you are familiar with, so allow me to explain.
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### What is internal cooperation?
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As an Agile coach, you don't work alone. You try to find a partner in the team you're taking care of. This partner is expected to:
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* Undertake all or most of the Agile transformation in the future.
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* Find all possible opportunities for systematic improvement and team optimization.
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* Be self-motivated.
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* Not be managed by you; you delegate your enthusiasm and vision to them.
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Of course, maybe you don't need such a person because, theoretically speaking, everyone in the team is your ideal candidate, and everyone is self-driven. Or maybe your whole team will magically become what you want it to be overnight.
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Reality check: most of the time, you need a partner, an inside agent. Somebody to keep the spirit of Agile alive, whether you're there to encourage it or not.
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### Internal cooperation is required
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Getting buy-in from the team you are coaching isn't a luxury; it's a requirement. If you're the only Agile practitioner on your team, then your team isn't Agile! So how do you cultivate this internal cooperation?
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#### Clarify responsibility
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Being Agile is supposed to be a team effort. The beneficiary is the team itself, but the team must also bear the burden of transformation. An Agile coach is meant to be inspiring and empowering, but the change doesn't happen in just one person. That's why teams must learn to consider and solve problems on their own. A team must have its own *engine* (your Agile partner is such an engine) rather than relying on the external force of the Agile coach. It's the engines that want to solve problems, and with the help of Agile coaches, their abilities and ways of thinking can be enriched and improved.
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It's best to have an engine from the beginning, but that's not always possible. The earlier, the better, so look for allies from the start.
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#### Know the team
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When you find a partner, you gain someone who understands the team's situation better than you do. A good partner knows the team from the inside and communicates with it on a level you cannot. No matter how good you are as an Agile coach, you must recognize that an excellent Agile partner has a unique advantage in "localization."
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The best approach is not *An Agile coach makes a customized implementation plan for the team, and then the team is responsible for execution*. In my opinion, with the support of the Agile coach, the Agile partner should work with the team to make plans that best fit its needs. Next, try to implement those plans with frequent feedback and keep adjusting them as needed.
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You continue to observe progress, whether the team members falter in Agile principles, and give them support at the right moments. Of course, when there's something wrong, you often want to stay silent, let the team hit a wall, and learn from their setbacks. Other times, stepping in to provide guidance is the right thing.
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### Is an Agile coach still necessary?
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In a word: Absolutely!
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Agile is a team effort. Everyone must collaborate to find processes that work. Solutions are often sparked by the collision of ideas between the Agile coach and the partner. Then the partner can accurately get how an Agile theory is applied in the daily work. The partner understands the essence of Agile theories through the solutions.
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As an Agile coach, you must have a solid theoretical foundation and the ability to apply that theory to specific scenarios. On the surface, you take charge of the theory while your Agile partner is responsible for the practice. However, an Agile coach must not be an armchair strategist, and teams aren't supposed to assume that the Agile coach is a theorist. In fact, an Agile coach must consciously let go of the practice part so the Agile partner can take over.
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The significance of accompanying a team is not supposed to be pushing the team to move passively toward the Agile coach's vision. The amount of guidance required from you will fluctuate over time, but it shouldn't and can't last forever.
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### Find an Agile partner
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How do you find your Agile partner? First of all, observe the team you are coaching and notice anyone who is in charge of continuous improvement, whether it's their defined job role or not. That person is your Agile partner.
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If there's nobody like that yet, you must cultivate one. Be sure to choose someone with a good sense of project management. I have observed that team leaders or project managers who perform well in the traditional development model may not be good candidates in the Agile environment. In an Agile management model, you must have an open mind, a sense of continuous pursuit of excellence, a flexible approach, extensive knowledge, and strong self-motivation.
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### Be Agile together
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Don't be shy about bringing on a partner to help you with your work and communication. Instead, find willing partners, and work together to make your organization an Agile one.
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*[This article is translated from Xu Dongwei's Blog and is republished with permission.][4]*
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--------------------------------------------------------------------------------
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via: https://opensource.com/article/22/7/agile-coach-internal-cooperation
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作者：[Kelsea Zhang][a]
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选题：[lkxed][b]
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译者：[译者ID](https://github.com/译者ID)
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校对：[校对者ID](https://github.com/校对者ID)
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本文由 [LCTT](https://github.com/LCTT/TranslateProject) 原创编译，[Linux中国](https://linux.cn/) 荣誉推出
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[a]: https://opensource.com/users/kelsea-zhang
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[b]: https://github.com/lkxed
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[1]: https://opensource.com/sites/default/files/lead-images/leader-team-laptops-conference-meeting.png
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[2]: https://creativecommons.org/licenses/by/3.0/us/
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[3]: https://enterprisersproject.com/article/2022/2/agile-adoption-6-steps-IT-leaders?intcmp=7013a000002qLH8AAM
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[4]: https://mp.weixin.qq.com/s/OQUAY6JkpTEgnev_EgZdZA
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@ -0,0 +1,89 @@
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[#]: subject: "Why Agile coaches need internal cooperation"
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[#]: via: "https://opensource.com/article/22/7/agile-coach-internal-cooperation"
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[#]: author: "Kelsea Zhang https://opensource.com/users/kelsea-zhang"
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[#]: collector: "lkxed"
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[#]: translator: "aftermath0703"
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[#]: reviewer: " "
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[#]: publisher: " "
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[#]: url: " "
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为什么敏捷教练需要内部的合作
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======
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一位敏捷教练成功与否取决于他的敏捷伙伴。以下是如何促进内部合作并且创建一个敏捷团队
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![Working meetings can be effective meetings][1]
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图片来自 Mapbox Uncharted ERG, [CC-BY 3.0 US][2]
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如果你是一个敏捷教练，你可能会作为团队或部门的外部成员鼓舞成员。然而，许多敏捷教练忽视了内部合作的重要性。这不一定是一个你熟悉的术语，所以请允许我解释一下。
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### 什么是内部合作?
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作为一个敏捷教练，你不是独自工作，你试图在你所照顾的团队中找到一位搭档，这个搭档你希望：
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* 承担未来所有或大部分的敏捷转型。
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* 找到所有可能的机会进行系统改进和团队优化。
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* 要有自我激励。
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* 不被你管理；你把你的热情和愿景委托给他们。
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当然，也许你不需要这样的人，因为理论上来讲，团队中的每个人都是你的理想人选，并且每个人都是自驱的。或者也许你的整个团队会在一夜之间神奇地变成你想要的样子。
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现实情况是：大多数时候，你需要一个搭档，一个内部代理人。有人要保持敏捷精神的活力，无论你是否在那里鼓励它。
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### 内部合作是必需的
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获得你所辅导的团队的认同并不是一种奢侈，而是一种要求。如果你是团队中唯一的敏捷实践者，那么你的团队就不是敏捷的! 那么，你该如何培养这种内部合作呢？
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#### 明确责任
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敏捷应该是一个团队的努力。受益者是团队本身，但团队也必须承担转型的重任。敏捷教练的作用是鼓舞人心，增强力量，但变革不会只发生在一个人身上。这就是为什么团队必须学会自己考虑和解决问题。一个团队必须有自己的引擎（你的敏捷伙伴就是这样一个引擎），而不是依靠敏捷教练的外力。引擎想要解决问题，在敏捷教练的帮助下，他们的能力和思维方式得到丰富和提高。
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最好是一开始就有一个引擎，但这并不总是可能的。越早越好，所以从一开始就寻找盟友。
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#### 了解团队
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当你找到一个合作伙伴时，你获得了一个比你更了解团队情况的人。一个好的合作伙伴从内部了解团队，并在你无法达到的层面上与之沟通。无论你作为一个敏捷教练有多优秀，你必须认识到，一个优秀的敏捷伙伴在 "本地化 "方面有独特的优势。
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最好的方法不是 *敏捷教练为团队定制一个实施计划，然后由团队负责执行* 。在我看来，在敏捷教练的支持下，敏捷伙伴应该与团队一起制定最适合其需求的计划。接下来，在频繁反馈的情况下尝试执行这些计划，并根据需要不断调整。
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你继续观察进展，观察团队成员是否在敏捷原则方面出现动摇，并适时给予他们支持。当然，当出现问题时，你往往要保持沉默，让团队碰壁，并从他们的挫折中学习。其他时候，插手提供指导是正确的。
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### 敏捷教练还有必要吗
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绝对有必要！
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敏捷是一项团队工作。每个人都必须通过合作来找到可行的流程。解决方案往往是由敏捷教练和合作伙伴之间的思想碰撞引发的。然后，合作伙伴可以准确地得到一个敏捷理论在日常工作中的应用。合作伙伴通过解决方案理解了敏捷理论的精髓。
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作为一名敏捷教练，你必须有扎实的理论基础，并有能力将理论应用于具体场景。表面上看，你负责理论，而你的敏捷伙伴则负责实践。然而，敏捷教练绝不能是一个扶手椅上的战略家，团队也不应该认为敏捷教练是一个理论家。事实上，敏捷教练必须有意地放开实践部分，以便敏捷伙伴能够接手。
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陪同团队的意义不应该是推动团队被动地朝着敏捷教练的愿景前进。对你的指导的需求会随着时间的推移而波动，但它不应该也不可能永远持续下去。
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### 找到一个敏捷伙伴
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你如何找到你的敏捷伙伴？首先，观察你所辅导的团队，注意任何负责持续改进的人，不管这是否是他们的职责。这个人就是你的敏捷伙伴。
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如果还没有这样的人，你必须培养一个。一定要选择具有良好项目管理意识的人。我观察到，在传统开发模式下表现出色的团队领导或项目经理，在敏捷环境下可能不是很好的人选。在敏捷管理模式中，你必须有开放的心态，不断追求卓越的意识，灵活的方法，丰富的知识，以及强大的自我激励。
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### 一起做敏捷的人
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不要羞于引入合作伙伴来帮助你的工作和沟通。相反，找到愿意合作的伙伴，一起努力使你的组织成为一个敏捷的组织。
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*[本文翻译自 Xu Dongwei 的博客，经授权转载][4]*
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--------------------------------------------------------------------------------
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via: https://opensource.com/article/22/7/agile-coach-internal-cooperation
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作者：[Kelsea Zhang][a]
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选题：[lkxed][b]
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译者：[aftermath0703](https://github.com/aftermath0703)
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校对：[校对者ID](https://github.com/校对者ID)
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本文由 [LCTT](https://github.com/LCTT/TranslateProject) 原创编译，[Linux中国](https://linux.cn/) 荣誉推出
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[a]: https://opensource.com/users/kelsea-zhang
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[b]: https://github.com/lkxed
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[1]: https://opensource.com/sites/default/files/lead-images/leader-team-laptops-conference-meeting.png
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[2]: https://creativecommons.org/licenses/by/3.0/us/
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[3]: https://enterprisersproject.com/article/2022/2/agile-adoption-6-steps-IT-leaders?intcmp=7013a000002qLH8AAM
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[4]: https://mp.weixin.qq.com/s/OQUAY6JkpTEgnev_EgZdZA
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