UK: +44 742 896 0708 | US: +1 917 909 5726 | IN: +91 97390 22490

Agile Coaching

Train your teams on agile methodology with insight and tips from Leadership Tribe where we specialize in online courses that can guide your team through the process.  From Kanban training to Scrum Training, Agile software development and more, make your teams agile with the latest advice, news and blogs here.

The Ratchapalli Experience – Facilitation in its Purest Form

The Ratchapalli Experience - April 2024

The dedicated team at Leadership Tribe has always thrived on mutual support and achieving the unthinkable together. This time, our mission was to give back to society. How did we plan to do it? This article captures our journey, the emotions involved, the practices and efforts each of us put in, and the outcomes achieved.
  We delve into our journey to Ratchapalli, highlighting the transformative experiences of our team. We met a group of highly motivated local youth and helped them realize their goals, which in turn, helped us grow and find new purposes in our lives.



Team Introduction 

Our team at Leadership Tribe comprises individuals dedicated to making a difference. Key members include Krishna Chodipilli, our charismatic leader, and several others who play crucial roles in our mission. Each member brings unique skills and perspectives, enriching our collective efforts.



Origins of the Journey 

The journey to Ratchapalli was sparked by our project manager, Achsah, who is deeply involved with her church community in Vishakhapatnam. Her invitation to visit her home village, Ratchapalli, offered us a chance to experience the village’s beauty and the strong community spirit they had built over the years.




This journey was significant for both personal and broader societal reasons. It was an opportunity to contribute to society meaningfully. And, it was a chance to see how we could support the journeys of young minds in Ratchapalli.




Our planning began weeks before the trip. One of the main challenges was adjusting our nocturnal habits to an early start. We had to wake up at 3 a.m. to leave by 5 a.m. and reach Ratchapalli by 9 a.m. The meticulous planning and discipline we maintained the previous day helped us overcome these challenges successfully.



Travel to Ratchapalli 

The journey began at 5 a.m. with a 3 – 3.5 hour drive from Vishakhapatnam to Ratchapalli, a remote village nestled in the jungles of Andhra Pradesh. Along the way, we took a customary tea break, a ritual in India that provided a moment of camaraderie and refreshment.



Activities in Ratchapalli 

Upon arrival, we were welcomed with a piping hot breakfast at our colleague’s house.
We then gathered to plan our session on career progression, aimed at the local youth. Our session began with a simple yet profound question: “What does a career mean to you?” This initiated a fruitful and engaging discussion.




One of the biggest challenges was the language barrier, as the youth primarily spoke Telugu (the local dialect). Among the five facilitators, only three were fluent in the language. We had to work together to support those who didn’t speak the dialect and help translate for the youth. The respect and reverence the youth had for the elderly observers also added a layer of complexity to our interactions.

Another significant challenge was the lack of internet and mobile networks. The only available network was Jio, which needed daily renewal and had extremely poor connectivity. Despite this, we managed with the limited internet coverage and embraced the opportunity to disconnect from our phones for two days.

There were also no physical or intangible tools to facilitate our sessions and we managed to deliver effective workshops, adapting on the spot with the help of the community. We also faced power cuts, but the local community’s support helped us adjust and continue our activities seamlessly.




Our goal was to have a meaningful conversation with the youth, and we succeeded.
The group had diverse aspirations, and we helped them realize that achieving their goals could also benefit their community. This realization was mutually rewarding.



The journey sparked personal growth among our team members. It had lasting effects on the Ratchapalli community. Inspired by our interaction, the youth were motivated to pursue their aspirations while contributing to their community’s welfare.


In summary, our journey to Ratchapalli was a transformative experience for both the Leadership Tribe and the local youth. We built strong connections, supported each other’s growth, and made a lasting impact on the community.



This journey was more than just a trip; it was a testament to the power of collaboration and the impact of giving back. Moving forward, we are inspired to continue supporting and empowering communities.

We invite readers to engage with the Leadership Tribe’s initiatives and follow our future journeys. Together, we can make a difference. 

The Evolution of Agile Coaching: What Lies Ahead for Agile Coaches?

What is Agile Coaching?

An agile coach guides agile teams in understanding and implementing agile principles and practices. They play a significant role in agile transformation, mentoring and facilitating teams, project management, and software development. An agile coach, whether a Scrum Master, team coach, or product owner, is instrumental in creating a high-performance, lean-agile environment.

The Current State of Agile Coaching

With the growing adoption of agile methodologies like Scrum and Kanban, the demand for skilled, agile coaches has seen a significant upswing. Agile coaches are no longer limited to facilitating a single team; they often work with different teams, stakeholders, and even on an enterprise level, fostering agile practices across the organization.

Types of Agile Coaches

Agile coaching comprises various roles, each with its specific focus. From a team-level Scrum Master facilitating a single Scrum team to an Enterprise Agile Coach driving large-scale agile transformations, the landscape is vast and diverse.

Skills for an Agile Coach

To excel as an agile coach, one needs a comprehensive skillset, including professional coaching competencies, a deep understanding of agile principles, methodologies, processes, team facilitation, mentoring, and more. Additionally, the ability to measure team performance through metrics, manage product backlogs, and ensure agile delivery is vital.

Why Basic Agile Coaching Skills Are No Longer Enough

Basic agile coaching skills aren’t enough in the face of rapid organizational change and a push for agile transformation. Today’s agile environment requires a higher level of coaching expertise to guide agile teams in achieving the next level of performance and efficiency.

How Agile Coaching is Evolving

Agile coaching is continuously evolving. The focus is shifting from managing individual teams to leading enterprise-wide transformations. There is a growing emphasis on improving Agile Coach skills to drive larger, more complex Agile initiatives.

The Next Level of Agile Coaching

The next level of agile coaching goes beyond basic facilitation and mentoring. It involves driving organizational change, fostering a broader agile culture, and ensuring sustainable agile practices. In this new frontier, an Agile coach works closely with stakeholders across the organization, guiding them through the fundamentals of Agile.

The Advanced Agile Coaching Skills That Are in Demand

Advanced agile coaching requires a robust skillset that includes change management, organizational development, leadership coaching, and deep knowledge of scaled agile frameworks. With the rise in job openings for such roles on platforms like LinkedIn, developing these skills can lead to significant career growth.

Developing Advanced Agile Coaching Skills

Consider enrolling in advanced agile coach certification programs offered by reputable providers like ICAgile or Scrum Alliance to elevate your agile coaching game. These programs provide comprehensive training on advanced agile coaching skills, including leading organizational change, advanced facilitation techniques, and more.


The future of Agile coaching is exciting. As adopting agile principles expands beyond software development to encompass entire organizations, the role of the Agile Coach is set to evolve. With a focus on advanced skills and continuous learning, agile coaches can lead towards a more agile future, creating lasting value for their teams and organizations. The question isn’t “What’s next after agile coach?” but rather “What is the path to becoming a next-level agile coach?” You can answer this call with the right skills, mindset, and commitment.

Ready to take your Agile Coaching skills to the next level? Contact us today to explore how Leadership Tribe can empower you on your journey. Get in touch with our expert team. Let’s unlock your full potential as an Agile Coach together! 
Learn more with our Agile Training courses from Leadership Tribe today.

Change Management and Agile Transition within an Organization

Agile Change Management


If a business wants to succeed, it can’t afford to stand still. New challenges need to be met, and improvements can always be made. Recent turbulent times caused by local and global challenges such as the Covid pandemic, economic recession and Brexit, for example, have been catalysts for change. The ways in which organisations implement change can have a massive impact on their team members, culture and business processes.

Why implement organizational change?

Organizational change comes down to three things – crisis, opportunity or threat.

Crisis – Covid was a good example of this. It forced many organisations to do things differently, try new approaches and pivot their business. External factors can force organizational change in order for that business to adapt and survive.

Opportunity – new products/ services, diversification or digital transformation can open up additional or alternative revenue streams for a business for example.

Threat – competitors could be encroaching on your market; there could be supply chain issues; legislative changes could impact your business model – there are myriad potential threats to your business that can be addressed by organizational change.

Organizations implement initiatives to boost performance, grab opportunities or address concerns. Often, change is a result of this – process changes, new or different job roles, structural or digital transformation.

Effective change management will prepare, equip and guide your team members to accept and embrace organizational change.

What is the difference between agile change management and change management?

Whilst initially developed for software development teams, agile methodology applies well across an organisation. In particular, organisations undertaking change management activities.

Agile change management is a logical progression from Agile development processes. It facilitates an agile team’s need to adapt and address potential or upcoming change. Agile projects and teams evolve, question and improve continuously. These agile project management techniques work well for change management. Put simply, it’s a marriage of change management techniques with Agile processes like sprints, daily stand-ups and iterative approaches to delivery and a product lifecycle.

Traditional change management processes can seem cumbersome and slow in today’s fast-past and evolving times. That’s where more flexible, adaptive and newer change initiatives hold appeal. Step forward with agile change management processes.

What are the benefits of Agile change management?

Agile approaches are particularly suited to times of change. Being open to real-time adaptability and continuous improvement. Being aware of the end user or customer’s changing requirements and feedback. Being collaborative with your project team members. All of these provide the agility and flexibility that are beneficial for effective change implementation.

Agile change management approaches

It’s said that change is a constant. Businesses need to evolve to stay relevant and successful. But organisational change is often not the most difficult aspect. The people side of change can be the hardest to implement and to ensure employee engagement and buy-in to the new approaches and the future state of the organisation. Cultural change needs thought and diligent planning.

The change models are used to help to develop a tailored approach in order to engage your organization system in a change. Here are 2 popular change management approaches.

ADKAR Model outlines the 5 outcomes an individual or team needs to achieve for changes to be successful. This model was initially devised by Prosci.

Awareness – establish an awareness of the need for change. Ensure your team members are on board with the change roadmap and reasons why it’s needed and the expected positive impact.

Desire – ensure you have employee engagement with the changes and a desire to make the change project effective

Knowledge – provide training and information to empower teams with the required knowledge to facilitate change

Reinforcement – determine ways to reinforce the change, such as change practitioners or champions to keep reiterating the benefits and pushing the change forward.

Kubler-Ross is used to understand the journeys that humans go through as they experience some change. These are the phases identified:

  1. Denial – if I avoid it, it won’t happen to me. This is the human nature response to it.
  2. Anger – this high energy phase may include blaming people or factors, and non-acceptance of the situation.
  3. Bargaining – people may try to negotiate and make pleas to see if they can alter the situation.
  4. Depression – unable to change what’s happening, people can feel dejected and sad.
  5. Acceptance – this enables the person to move forward.

Agile Manifesto & Values

When we talk about Agile Values, what are we talking about?

  • individuals and interactions over processes and tools
  • working software over a comprehensive documentation
  • customer collaboration over contract negotiation
  • responding to change over following a plan.

Essentially, this emphasises the need to value human beings. This is especially important at times of change. Human beings in this case include team members, stakeholders and customers. Encouraging collaboration amongst teams. Aligning stakeholders with the workflow priorities for the sprint and plans to address the backlog. Plus, considering user stories and feedback.

Agile Methods and Cross-Functional Teams

Within the Agile Mindset, we have 4 pillars. Self-awareness, Global listening, Non-violent communication, and Servant leadership.

Self-awareness is about understanding ourselves, understanding how we behave, understanding the way we react to certain things, and understanding our strengths, weaknesses, our values, principles and all these kind of things.

Listening is probably the most important tool, for any team member, product owner, managers, leaders. That is listening intently, not just hearing with a distracted mind. This is essential in Agile self-organizing teams.

Nonviolent communication is about stating facts without apportioning blame or guilt or using aggression.

Servant leadership is about being there, supporting people, uplifting them, and helping them to be at their best in an Agile environment. Agile coaching, mentoring, and teaching are fundamental aspects of this.

Find out more about our Agile training courses

Subscribe to our YouTube channel and view our agile courses including ones on agile processes, scrum master training, Kanban training waterfall vs agile methodology and more, suitable for all levels of stakeholders from execs to development teams. Contact us for more info.

Corporate Development Vs. Corporate Strategy

Employing corporate development strategies alongside corporate strategy is essential for the successful operation of a business. Still, each profession comes with its unique set of challenges. As Business Leaders and decision-makers, it’s essential to understand how corporate development and strategy work together to ensure that your business reaches its optimal performance level as cost-effectively and efficiently as possible. In this blog post, we’ll explore the nuances between these two functions, provide an overview of their respective roles in your organization, discuss why they need to work in concert with one another, and share tips on how you can maximize the impact of both by leveraging them strategically.

Corporate development performs initiatives like new product development, business model innovation, and strategic partnerships to gain a competitive advantage and achieve business growth. It helps businesses increase the value they can provide to the target audience.

On the other hand, the corporate strategy function advises senior leadership on various strategic initiatives and things like financial modeling, resource allocation, and competitive positioning. Like an internal consulting group, it adds value by identifying barriers and developing an approach that allows you to achieve desired objectives.

Corporate development and corporate strategy serve different purposes. But in essence, they are complementary concepts that work together to help companies achieve their long-term goals and create value for their stakeholders. So, here is an article highlighting their core differences and how they can work together for maximum success.

What is corporate development?

Corporate development is a field within the giant umbrella of corporate strategy. It is concerned with the financial modeling of a company and the creation of synergies between different departments within an organization. Capital markets are also a key focus as corporate developers strive to gain a competitive advantage for their firms.

Typically, corporate development guides a company’s overall direction and business decisions through specific initiatives like mergers & acquisitions, divestitures, and investments.

It involves internal restructuring and leveraging external opportunities.

An example of internal restructuring could be combining two departments that can work together into one. Through this corporate restructuring, organizations foster a harmonious environment in the corporate entity, leading to more efficient use of resources and ultimately boosting revenues or lowering long-term costs.

An example of leveraging external opportunity could be an investment banking organization acquiring a smaller corporate finance organization or a start-up company.

Thus, corporate development is the how of a company’s business decisions. Corporate developers focus not only on the operational details of achieving the company goals but also on the sales aspect and ROI.>

What is a corporate strategy?

A corporate strategy is a long-term plan for the growth and development of a company. It sets out the company’s overall objectives and how they will be achieved. Corporate strategy has an internal strategy team that encompasses the company’s organizational structure, financial policy, and approach to risk management. The team is concerned with how individual business units thrive in delivering value to their customers in product/service/market segments.

The corporate strategy looks at the big picture and defines where the company wants to be. It should include short-term and long-term initiatives, each supporting the other. An excellent corporate strategist creates strategic plans, helps organizations achieve their business goals and targets, and improves financial viability.

“Corporate strategy portrays a general strategy in a company and focuses on its business portfolio to add more value. Its planning involves focusing on the organization’s structure and identifying the problems in different business areas. The responsibility for appropriate strategy formulation lies with the top-level managers of the company. They discuss, analyze and finalize strategies to move forward in the market.”

– Source – https://www.wallstreetmojo.com/corporate-strategy/#h-corporate-strategy-explained.

Most large companies have a vice president of corporate strategy, who is responsible for developing and overseeing the execution of the company’s strategy. Part of the corporate strategy process is due diligence when a company researches another company before acquiring or investing. Growth strategies are also crucial in corporate strategy, as companies must determine how to grow their business to remain competitive.

What does corporate development do?

Corporate development is the group within a company responsible for strategic decisions and executing transactions through sourcing, including mergers, acquisitions, divestitures, financings, and partnerships. The corporate development team works closely with the CEO and other members of the executive team to identify and explore new markets and pursue opportunities to create shareholder value.

Corporate development is focused on executing transactions that will improve the company’s competitive position and create shareholder value. That means identifying potential acquisition targets, negotiating deals, and managing post-acquisition integration. It also includes raising capital to finance these transactions and maintaining relationships with key stakeholders such as shareholders, lenders, and partners.

Excellent communication skills in corp dev are essential as you will interact with individuals across varied functions, all experts in their domain. The skill to effectively receive and interpret information or data will help you as a business strategist. You will work with different business units as a corp dev team. 

In short, corporate development is responsible for making deals to help a company achieve its strategic objectives.

Difference between corporate development and corporate strategy

Corporate development and strategy are two terms often used interchangeably, but there is a big difference between the two. Corporate strategy is the overall game plan for the company, including the goals and objectives that guide decision-making. On the other hand, corporate development is responsible for executing that strategy through mergers and acquisitions, joint ventures, and partnerships.

While corporate strategy provides the overall direction for the company, corporate development ensures that this direction is translated into tangible actions that create shareholder value. One significant difference between the two functions is thus valuation: corporate strategy determines which businesses or products are worth pursuing. In contrast, corporate development uses valuation techniques to execute transactions at optimal prices.

One of the most important considerations for corporate strategists is understanding the business model and how it creates value. This means they need to have a strong understanding of the competitive landscape and what drives customer behavior. They also need to be able to identify new growth opportunities and develop a plan to seize them. Skills set for corporate strategists typically include financial analysis, forecasting, and market research.

In other words, corporate strategy is about setting the direction for the company, while corporate development is about achieving that vision through specific actions. 

The relationship between corporate strategy and development can be summarized like this: corporate strategy defines where the company wants to go, and corporate development figures out how to get it there.

While both roles are essential for driving growth within a company, they require different skill sets and focus on various aspects of the business. Corporate strategists need to be able to see the big picture and identify growth opportunities. In contrast, corporate developers must be experts in valuation and negotiation to get the best deals for their companies.

How do corporate development and corporate strategy work together?

Corporate development and strategy functions work together to ensure a company can achieve its long-term goals. The corporate strategy sets the direction for the company. It outlines the overall plan for how the company will achieve its goals. Corporate development then works to implement the system, ensuring that the company has the resources and capabilities to execute the plan.

The two functions are closely linked, as the high-level decision made by the corporate strategy team is usually a relatively seamless handoff to corporate development. For example, suppose a company decides to enter a new market. In that case, it will be up to the corporate development team to find an acquisition target or joint venture partner. Similarly, suppose a company decides to divest itself of a business unit. In that case, it will be up to corporate development to find a buyer and negotiate the sale.

For both functions to be successful, there must be alignment between them. This means that the management team needs to have a shared understanding of the company’s overall strategy and how each function contributes to it. Additionally, metrics need to be in place so that progress toward strategic objectives can be tracked and monitored. By working together, corporate strategy and development can create shareholder value and help take the company forward.

The corporate strategy function is often housed within the larger company’s investment banking or private equity group. This is because these groups often have expertise in deal structuring and execution and access to capital. The corporate strategy team works with the management team to identify attractive opportunities and then with the investment bankers or private equity investors to execute those opportunities.

The two teams need to be closely aligned to ensure that the company is moving in the right direction and progressing toward its goals. Corporate strategy should be regularly revisited and updated to keep corporate development on track. Suppose there are changes in the market or within the company. In that case, the corporate strategy may need to be adjusted for corporate development to continue working towards achieving the company’s goals.


Corporate development and corporate strategy are two distinct but related management areas. Corporate development is focused on the activities that create value for the company over time, while corporate strategy outlines how to achieve those goals. Understanding their differences will enable you to manage your organization’s resources best, develop efficient processes and practices, and ensure long-term success.

With a deep understanding of both areas, businesses can reap the most benefit from each activity and create an environment where employees work together towards a common goal.

This article is a great resource for anyone looking to understand the nuances between corporate development and corporate strategy. With the help of Leadership Tribe’s agile training services, businesses can ensure their teams are well-equipped to maximize the impact of both roles and create an environment where employees work together towards a common goal. Leadership Tribe’s agile transformation provides interactive, hands-on workshops that equip teams with the skills and techniques needed to stay ahead of the competition.

If you’re interested in learning more about how Leadership Tribe’s agile training services can help your business thrive, please visit our contact us page to get in touch with our team. We look forward to hearing from you!


Coaching Mindset for Leaders

If you’re looking for ways to become a more effective leader, consider leading with a coaching mindset. Coaching is about helping people achieve their goals and reach their full potential. Leading with a coaching mindset can inspire and motivate your team to achieve great things. You also help them develop the skills they need to be successful in life and work. This blog post will discuss the benefits of leading with a coaching mindset and how to adopt this mindset in yourself and your team.



What is a coaching mindset?

A coaching mindset is a new approach to leadership that focuses on empowering individuals and teams instead of dictating orders. It involves asking powerful questions, actively listening, and providing real-time support to help employees develop solutions and reach their potential. As a leader, adopting a coaching mindset means going beyond simply giving instructions and taking the time to understand what each team member needs and wants to be successful. It’s a mindset that allows leaders and leadership teams to build trust, create an environment of collaboration, develop more effective communication skills, and ultimately lead more productive teams. The primary difference between coaching and mentoring is that coaches help individuals reach their goals by providing them with support, guidance, and resources. In contrast, mentors offer advice based on their own experience. Coaching conversations focus more on the present, while mentoring looks at the long term. By adopting a coaching mindset, leaders can create an environment of collaboration and trust that results in better team performance, higher morale, faster problem-solving, improved communication, and more effective decision-making. It’s an approach that can help leaders foster an environment of growth, development, and success within their teams. So, let’s dive into the benefits of a coaching mindset and how to use it to gain better leadership skills.



What does leadership with a coaching mindset entail?

Leadership with a coaching mindset is about creating an environment that fosters growth and development for both the team and the individual. As a leader with a coaching mindset, you focus on helping your team members to reach their personal goals while also developing their skills. You understand that to help others grow, you must create an environment conducive to growth. That means giving your team members the support they need to succeed and actively listening to their ideas while providing feedback and guidance. It also means setting clear expectations and having an open-door policy, so everyone feels comfortable coming to you with questions or concerns. With this coaching style, you understand that fostering personal development and growth is the best way to help your team reach its full potential. By adopting a coaching mindset, you can foster collaboration and trust, resulting in better team performance, higher morale, faster problem-solving, improved communication, and more effective decision-making. In this way, a coaching mindset is also a growth mindset. It’s an approach that can help leaders empower their teams and lead more effectively. Heather Fisher, English World Cup, and Team GB Olympic rugby player, describe leading with a coaching mindset as a set of values, beliefs, and ethos. She likens coaching sports teams with coaching businesses: in both cases, coaches focus on goal-driven outcomes over processes, as focusing on goals drives the processes underneath, bringing us to our goals.



Barriers to adopting a coaching mindset


Barriers to adopting a coaching mindset can hurt an organization in several ways:


  1. It can prevent leaders from fostering a culture of collaboration and trust which is essential for effective communication and decision-making.
  2. Team members must set clear expectations and provide feedback to reach their goals or stay engaged with the company.
  3. Without providing an environment that encourages personal growth and development, team members may become disengaged from work and lack the skills needed to stay competitive.


Therefore, organizations need to recognize these barriers and ensure that leaders adopt a coaching mindset to foster growth and success within the organization. Other barriers to adopting a coaching mindset include the following:




  1. Lack of support from senior leaders.
  2. Poor communication between team members and leadership.
  3. Unclear goals and expectations for team success.
  4. Failure to address conflicts or disagreements productively.
  5. Not setting aside time to listen to and provide feedback to employees.


@Aarti Bhatt from Leadership Tribe adds that coaches can address these barriers by implementing strategies that help leaders adopt a coaching mindset. Such strategies include:

  • Providing regular feedback.
  • Setting clear expectations and goals.
  • Creating an environment of trust and collaboration.
  • Fostering personal growth and development.


Adopting these strategies can help create an environment where team members feel supported in reaching their potential and are motivated to achieve their goals. By implementing these strategies, organizations can ensure that leaders benefit from coaching skills and help create an environment where everyone works together to succeed.

Noticing and replacing unhelpful beliefs







Becoming aware of unhelpful beliefs in the coaching mindset and how to get rid of them is an essential step for any leader looking to improve their effectiveness. Unhelpful thoughts can include assumptions that team members are lazy, unreliable, or incapable of learning new skills. These beliefs can prevent leaders from seeing the potential in their team and stop them from building trust within the group. By becoming aware of these unhelpful beliefs, leaders can start to challenge and replace them with positive thoughts that create an environment of growth. Some more examples of unhelpful beliefs which become obstacles to effective coaching are:



  1. Leaders have all the answers, so there is no need for feedback or collaboration.
  2. Conflict should be avoided at all costs, even if it leads to adverse outcomes.
  3. Personal growth and development are insignificant.
  4. Organizations should measure performance strictly on quantitative metrics, such as sales numbers, rather than qualitative metrics, like employee engagement.
  5. Developing team members take too much time or is too expensive.
  6. No one wants to hear feedback from the leader, so there’s no point

Replacing unhelpful beliefs starts with noticing when they arise and working to become mindful of why they are emerging. Once complete, it is crucial to recognize their impact on the team and take steps to create a more supportive and encouraging environment. It includes:

  • Actively listening and providing feedback.
  • Setting clear expectations and goals.
  • Creating an atmosphere of trust and collaboration.
  • Showing appreciation for successes.
  • Providing resources that help team members reach their potential.

By gaining self-awareness and actively replacing unhelpful beliefs with positive ones, leaders can create a culture of acceptance and growth among their team, fostering success within the organization.

The coaching mindset for leaders is about changing behavior.

It is vital to change behaviors when adopting a coaching mindset, as it encourages leaders to support their teams actively. By changing behaviors, leaders demonstrate to their team members that they are open to feedback and willing to work together collaboratively. Additionally, encouraging different perspectives and approaches allows for creative problem-solving, leading to a more fabulous team and organizational success. The coaching mindset also urges leaders to move away from a top-down command approach and instead take a more collaborative approach that helps foster growth and innovation within the organization. By changing behaviors, leaders can create an environment of trust, accountability, and support that allows team members to reach their potential. It is also crucial for leaders to foster an environment of learning and development which means providing resources that help team members grow, fostering a culture of feedback, and making time for individual coaching sessions. Doing this shows the team that the leader invests in their growth and success. Additionally, leaders can provide tailored advice and feedback that benefits everyone by taking the time to understand how each team member works. Changing behaviors to a coaching culture can significantly impact the organization, encouraging growth within individuals and across teams. Shivakumara Swamy, Co-Founder and Director of SANRIA talks about leaders adopting the coaching mindset requiring a servant leadership approach, leading by example. He says that change doesn’t not happening overnight, so leaders need to take a “big picture” point of view and be prepared to learn from failure. He describes the coaching mindset as not taking control of the situation but helping the organization understand the purpose or the “why” of what we’re trying to achieve and guiding the organization on a journey. Bringing this together allows learning to stay with the team.

How to shape a leadership mindset?

Shaping a leadership mindset begins with self-reflection and understanding how your current beliefs and behavior affect the team. It is essential to ensure everyone on the team feels valued and included, as an inclusive environment fosters creativity and collaboration. Leaders should also provide clear goals and feedback for their team members and set an example by modeling the desired behavior. Additionally, supporting team members with resources to help them reach their potential is essential to creating a culture of growth. Finally, leaders need to foster a spirit of openness and trust; this includes actively listening to everyone’s ideas and perspectives, providing open feedback loops, and encouraging individuals to take risks and learn from their mistakes. By following these tips, leaders can cultivate an environment of motivation, support, and success within their team. Coaching leadership can create an atmosphere of growth and collaboration that can lead to tremendous success for the organization. Additionally, employees will feel more engaged, empowered, and respected by actively working to improve the leadership culture within the organization. Ultimately, having a positive leadership mindset can have a long-term impact on team morale and organizational success. Shaping a leadership mindset is not only about the leader’s behavior but also the behaviors that are encouraged in their team. Leaders should take responsibility for their actions and be open to feedback and ideas from their team members. Leaders should also aim to create an atmosphere of learning, which means providing resources that help team members grow and develop and encouraging feedback from each other. Finally, leaders should strive to be open-minded, allowing for different perspectives and approaches when solving problems. A positive leadership mindset is essential for creating a successful and motivated team. When leaders show that they invest in their team’s growth, it demonstrates trust and provides an example for others to follow. By taking the time to develop a leadership mindset, leaders can have a positive impact on their team’s morale, productivity, and well-being.


Adopting a coaching mindset is essential to successful leadership, as it helps create a collaborative and supportive environment for team members. Leaders should strive to foster trust, provide clear goals and feedback, model desired behavior, support their team with resources, and be open-minded to different perspectives. By following these tips, leaders can develop a positive leadership mindset that can benefit their team and the organization. If you are looking to create a coaching mindset, reach out to us today to learn more about our services in coaching leaders, executive coaching, and ICF coaching. As Heather and Shivakumara say, the coach is not the best player on the pitch: they are leaders in fostering a psychologically safe place for teams and organizations to learn and develop by adopting a coaching mindset. This blog post has given you an understanding of what a coaching mindset is, what it looks like, and how to start cultivating one in your leadership style. With an understanding of the barriers, unhelpful beliefs, and behaviors associated with a coaching mindset, you can begin taking steps toward creating a supportive and motivating environment for your team. If you would like further guidance on developing a positive leadership mindset, don’t hesitate to contact us today or via LinkedIn. To hear more from Heather Fisher or Shivakumara Swarmy, check out our webinar.

Rapport Building

Why do we end some calls in a few seconds but continue other conversations for over 10 minutes?

It is not about the product or service they’re selling but how the caller initiates the conversation. It’s all about whether they’re building rapport with you.

Rapport is the fundamental prerequisite for all effective communication. We can all remember situations where we had an excellent rapport with a client or colleague versus those that didn’t work so well.

How to build rapport at work

The working relationships that we develop are integral to what we accomplish professionally. Building trust and positive relationships with our team members are some of the most important things contributing to professional success.

A strong rapport between colleagues is good for team building, effective teamwork, employee engagement, productivity, and business success. But it requires effort and attention daily.

How to build rapport with colleagues

Find common ground – don’t fake an interest in something you don’t care about, but strong relationships build on some commonality of mindset, approach, or experience.

Have a genuine interest in what they’re talking and saying. That doesn’t mean agreeing with everything they say but finding a topic in which you have a shared interest.

Hone your listening skills. Good relationships involve two-way conversations. It’s natural to contribute your thoughts or experiences, but ensure you make space for your colleague to speak while actively listening.

Be prepared to share. If you want to learn something from someone or even initiate a professional relationship, you need to give something of yourself. Be ready to share some previous experiences to build trust and that all-important rapport with new colleagues. It is particularly appropriate when you need to break the ice with a new team.

How to build employee relationships

Take time to establish trust – to be trusted; you need to learn to trust your employee. Empower your employees and see how they grow, and respect them for it.

Schedule time to develop good working relationships – block that one-to-one meeting with direct reports, make time for talking, and, importantly, active listening.

Open up – people are encouraged to bring their ‘whole self’ to work, which means taking an interest in their personal life and sharing some of your own.

Start as you mean to go on – set the template for your working relationship from day one with new employees. Establish a routine of talking to them, making eye contact, and listening to what they say from the first time they work with you in their new job.

How to build rapport with a remote team

The work environment is changing, and this can mean colleagues work as a fully remote team or a hybrid model, with some days in the office and others at home or elsewhere. Talking over video retains connection, but it can affect communication skills. It’s harder to pick up on signs of body language when you’re not face-to-face, for example.

Working remotely can be harder to feel part of a team (especially as a new employee). Daily video calls help with this, as do regular check-in calls. Whether sitting next to each other in the office or speaking over a video call, good rapport comes from establishing one-to-one working relationships, building trust, and spending time together.

Establish some of the rituals that you’d have in the physical workspace. Say hello and goodbye at the start and end of the day. Enquire about their well-being. Have a coffee together and engage in a conversation. Acts like this will help with staff retention and employee engagement.

Ways to achieve rapport

The most effective communication that professionals gain rapport is by matching non-verbal behavior.

Body language: mirroring and matching

When you’re meeting a client, try to match their posture. If they move their head to one side, you can follow the same but in a way that doesn’t appear like you’re mocking them. Adjust your body to match your posture.

The tone and tempo of their voice or facial expression are some other mannerisms you can try to match.

In most conversations, we sit on the opposite side of the table. However, sitting next to each other will improve verbal expressions, positively impacting the conversation.

We’re all playing the role of a salesperson wanting to engage with the other person. We must be consciously aware of this and make it part of our muscle memory.

Contact our knowledgeable team to find out more about rapport building.


Download Our ICP-APO Brochure

psst.... look out for the discount code at the bottom of the email!

Your Document Is On its Way (Check your Junk Mail Folder, just in case)

Download Our ICP-LEA Brochure

psst.... look out for the discount code at the bottom of the email!

Your Document Is On its Way (Check your Junk Mail Folder, just in case)

Download Our ICP-ATF Brochure

psst.... look out for the discount code at the bottom of the email!

Your Document Is On its Way (Check your Junk Mail Folder, just in case)

Download Our ICP-ACC Brochure

psst.... look out for the discount code at the bottom of the email!

Your Document Is On its Way (Check your Junk Mail Folder, just in case)

Download Our Kanban System Design Brochure

psst.... look out for the discount code at the bottom of the email!

Your Document Is On its Way (Check your Junk Mail Folder, just in case)

Download Our Agile Coach Bootcamp Brochure

psst.... look out for the discount code at the bottom of the email!

Your Document Is On its Way (Check your Junk Mail Folder, just in case)

Download Our ICP-ENT Brochure

psst.... look out for the discount code at the bottom of the email!

Your Document Is On its Way (Check your Junk Mail Folder, just in case)

Download Our ICP-CAT Brochure

psst.... look out for the discount code at the bottom of the email!

Your Document Is On its Way (Check your Junk Mail Folder, just in case)

Download Our Enterprise Coach Bootcamp Brochure

psst.... look out for the discount code at the bottom of the email!

Your Document Is On its Way (Check your Junk Mail Folder, just in case)

Download Our ICP Brochure

psst.... look out for the discount code at the bottom of the email!

Your Document Is On its Way (Check your Junk Mail Folder, just in case)

Download Our ICP-BAF Brochure

psst.... look out for the discount code at the bottom of the email!

Your Document Is On its Way (Check your Junk Mail Folder, just in case)

Download Our ICP-APO Brochure

psst.... look out for the discount code at the bottom of the email!

Your Document Is On its Way (Check your Junk Mail Folder, just in case)

Download Our Leadership Program Brochure

psst.... look out for the discount code at the bottom of the email!

Your Document Is On its Way (Check your Junk Mail Folder, just in case)