What happens if you acquiesce to being an extra ‘pair of hands’ on your coaching assignment by agreeing to do things for the coaching client.
What might it look like if you resist doing ‘staff augmentation’?
Here’s what it may look like with various scenarios plotted, passage of time horizontally and performance level (you choose the metric e.g. throughput, cycle time, quality) vertically.
Note: A J-Curve visualization is different, that represents the dip that occurs when learning something new. This is a model on the coach’s impact on a team/organisation overall.
No apologies offered for the hand drawn nature of these drawings.
Gabe Abella’s presentation on self-organizing teams is a source of inspiration as well as various sources in the Lean literature.