It is increasingly common to introduce agile coaches to help gain speed and advantage in agile companies. Following the success of Spotify, the role of the agile coach has branched out in terms of tasks and responsibilities, but little research has been conducted to examine how this role is practiced. This paper examines the role of the agile coach through 19 semistructured interviews with agile coaches from ten different companies. We describe the role in terms of the tasks the coach has in agile projects, valuable traits, skills, tools, and the enablers of agile coaching. Our findings indicate that agile coaches perform at the team and organizational levels. They affect effort, strategies, knowledge, and skills of the agile teams. The most essential traits of an agile coach are being emphatic, people-oriented, able to listen, diplomatic, and persistent. We suggest empirically based advice for agile coaching, for example companies giving their agile coaches the authority to implement the required organizational changes within and outside the teams.
翻译：引入灵活教练以帮助在灵活公司中取得速度和优势的做法越来越常见。 在“点点点”成功之后,灵活教练的作用在任务和职责方面被分割出来,但几乎没有开展什么研究来研究如何发挥这一作用。本文件通过与来自10个不同公司的灵活教练进行19次半结构式访谈来审视灵活教练的作用。我们描述了教练在灵活项目、宝贵特性、技能、工具和灵活辅导的推动者等任务中的作用。我们的调查结果显示,灵活教练在团队和组织级别上的表现灵活,影响到灵活球队的努力、战略、知识和技能。敏锐教练的最基本特征是突出的、以人为本的、能够倾听的、外交的和持久的。我们提出了灵活教练的经验性建议,例如,给予其敏捷教练在团队内外实施所需组织变革的权力的公司。
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