The Risk Of Agile Coaching Becoming A Bullsh*t Job

Some time ago, I published the LinkedIn post “Our Agile Coaches Don’t Add Any Value.” In the article, I offered various practices that might help coaches demonstrate their value (e.g., Evidence-Based Management, Kanban metrics, Columinity).

From the 50+ comments, a few drew my attention. The pattern was: 
Isn’t arguing its value something you could say about each organizational role? 🤷‍♀️

I guess you can, but from all the roles I fulfilled myself, the Agile Coach felt closest to being a ‘Bullshit Job.’

With a bullshit job, I’m referring to the term coined by David Graeber. He wrote a book about it, and it stood by me ever since.

“A bullshit job is a form of paid employment that is so completely pointless, unnecessary, or pernicious that even the employee cannot justify its existence even though, as part of the conditions of employment, the employee feels obliged to pretend that this isn’t the case.”

In the last decade, I roughly fulfilled three roles:

• Agile Coach
• Scrum Master
• Facilitator

Of all three, my Agile Coaching assignments sometimes felt like a bullshit job the most. Although I have to confess, all of them have a high risk of becoming bullshit jobs. 🙈

As a Scrum Master, the purpose was often clear: help this team or organization use Scrum effectively. I was part of a team and could see the value I was doing clearly around me.

As a facilitator, my purpose is very tangible and specific. I’m hired to achieve a particular outcome for each workshop, and the value is delivered once the outcome is achieved. 🎯

As an Agile Coach, I’ve had various assignments in which I was clueless about my purpose and the value I was expected to deliver. Yeah, something about helping the organization improve its agility. But in a 2000+ organization, what the f**k does this mean, and where to start? 🤷‍♂️

I’ve experienced stunning conversations with fellow Agile Coaches, and none knew what to do — drinking coffee, facilitating a workshop here, doing a bit of coaching there, and giving some unasked advice. Yes, it sounds harsh, but I’ve seen it happen.

Let’s be very clear:
Do I consider Agile Coaching a bullshit job: NO! 
Do I feel that Agile Coaching can quickly become a bullshit job: YES!

And I’ve seen many people fulfill it like it’s a bullshit job. I’m one of them, and it was highly frustrating, even though I got paid the big bucks. 💰 That was also why I terminated various contracts myself. I couldn’t justify my role anymore.

So, what I’m trying to say is: 
👉 Because the Agile Coach is at risk of becoming a bullshit job, it’s extra important to show the value you’re providing.

Evidence-based Management, Kanban metrics, and Columinity might be helpful instruments. It can help you determine a purpose, set clear goals, and track progress.

What’s your take on this?