Agile Coach is a peculiar job role to find in modern workplaces which are driven by personal accountability and outcomes. And I’ve often wondered what makes individuals go into this area of work. Constructive and genuinely altruistic motivations could be to help and motivate others and their teams to learn, embed and excel at Agile practices.
However, I often wonder how many have becomes Agile Coaches so they can watch from the sidelines, self-selecting themselves into the role of coach to avoid deep-seated issues around personal responsibility and ownership of results. Alternatively perhaps to be in a rescuer role to meet their own personal needs to be seen and appreciated (with the flip side being resentful and bitter when not).
Studying Karpman’s drama triangle sparked my interest in this possibility, and the rather lengthy article above illuminates it at play for those interested to learn more.
I’m also wondering how many individuals within Agile and Scrum teams are habitually walking around the Karpman drama triangle in their day to day interactions, hindering or limiting the effectiveness of any coaching they or the team may receive. That would certainly be a source of hidden disempowerment that many non-psychologically trained coaches wouldn’t easily see or be able to effectively work with.
Ask any project manager about the key to their success, and they will say that delivering a project is often more like a "dark art" or by chance, than a predictable science.