You are using an outdated browser. Please upgrade your browser to improve your experience
Most agile teams don’t fulfil their potential – we help change that.
Great agile teams are essential in environments where requirements are unpredictable and change is both frequent and fast. Agile is built upon the premise that, in those situations, the best placed people to work out what to do are those tackling the problems and implementing the solutions – the agile team.
This team will not be fed requirements but rather allowed to iteratively solve problems through creativity, collaboration and feedback.
The Scrum Guide
Every team is unique and will first of all determine their own identity and definition of greatness. They will work through how they will all contribute to the team’s goals and growth then decide how to become the best team they can be. They will set their own bar and constantly work towards it, achieving milestones of greatness along the way.
In short, yes. We have cohorts who effectively create a Navigator Backlog that they keep up to date and prioritise so the Guide can come prepared with exercises, activities and tools to elaborate on certain topics.
We sometimes identify a couple of extra topics that the sponsors or delegates are already aware of that are outside of the learning objectives of the Explorer and Adventurer workshops. There’s no reason why we can’t build those in to the Navigator Sessions in advance before signing off on the Pathway.
If in doubt get in touch with one or more of our Licensed Guides to discuss this more.
There are a few benefits to leaving this proportion of the Pathway undefined:
It is emergent learning. As mentioned already, our Guides are experienced practitioners and coaches as well as trainers who can react to the unpredictable and provide real value in the moment.
It helps establish habit. A huge part of the philosophy of our Pathway approach is to help our learners get into a habit of continual learning, application and reflection. By having a Navigator session every 1-4 weeks helps establish a ritual and after a while this becomes an unconscious habit of continual improvement.
It is pull-based. Agile approaches are more “pull-based” than “push-based”. We tend to pull what we need when we need it (features, materials, stories, learning) rather than predict what we will need in advance.
It spreads out the learning. As well as allowing for reflection on previous learning it avoids learning overload by spreading it out over time.
This can be flexibly agreed with your Licensed Guide and each cohort can decide on a different approach based on their circumstances. Ultimately though there are 15 hours worth of coaching sessions that can be used. Most cohorts tend to have one session per month and may even spread them out over longer than six months. Some go for fortnightly sessions.
Some topics are quite easy to predict in a way because some topics stand out as more important than others in the Explorer Workshop. It almost becomes inevitable then that we use a Navigator Session to explore that in more depth or detail.
Other topics emerge that sometimes surprise me. We’ve run Navigator Sessions on the following (these are not exhaustive):
The Navigator Sessions are a set of unscripted sessions built in along the Pathway where we don’t push content at you but rather meet you where you are and coach you on the specific challenges you have been tackling or are about to tackle in your unique agile transformation.
Tips For Influencing Management
One of the most popular topics I get asked about when working with Scrum Masters and agile teams is influencing management to change their behaviour. And I absolutely understand why because ultimately those in positions of power and leadership have a huge influence on the culture and the ability and willingness of the people within the organisation to adopt new ways of working.
Please fill out the form below to download your file.