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Agile Coaches' Corner shares practical concepts in an approachable way. It is for agile practitioners and business leaders seeking expert advice on improving the way they work to achieve their desired outcomes. If you have a topic you'd like discussed, email it to, or tweet it with #agilethoughtpodcast.

May 17, 2019

This week, Dan Neumann is joined by Joseph Carella — a Senior Instructor and Executive Coach of the Eckerd College Leadership Development Institute in St. Petersburg, Florida. Joseph is also a practicing psychologist and Consulting Psychologist for the Orlando Magic NBA Team and the Tampa Bay Buccaneers, as well as the Senior Consultant for AvoLead, and the Principal Owner for Carella & Associates.


In this episode, Dan and Joseph discuss the ways that an effective leader coaches. Joseph highlights the differences between professional coaching and executive coaching, real-life examples from his work, what it means to hold somebody accountable, how good leaders can set up a positive environment to get the most out of their team, and how to provide corrective feedback. Joseph also provides his insights around both positive and corrective reinforcement through coaching and when you should hold yourself accountable as a leader when it comes to the “underperformers” on your team.


Key Takeaways

What good leaders should do (and how they can hold their team accountable):

Set the expectations for performance

Provide instruction, guidance, and support

Positively enforce correct performance

Let the person know immediately when they’re not performing up to par and provide corrective actions

Help your team with skill acquisitions

Joseph’s insights around both positive and corrective reinforcement through coaching:

Hold yourself accountable as a leader for creating an environment for your whole team to perform at their best

Review your ideas around the traits you consider to be that of an underperformer (i.e. are they really an underperformer or are they just not matching your expectations?)

Consider how you’re interacting with an “underperformer” — are you only identifying their weaknesses thus creating a demotivating environment?

As a leader, find ways to understand your people and engage with them

If there is truly a performance gap, identify the behaviors that are problematic and the impact that they have on the task at hand, and then allow that person to tell their story, and afterward ask how they’re going to effect this change


Mentioned in this Episode:

Joseph Carella’s Bio

Eckerd College Leadership Development Institute


Carella & Associates

Agile Coaches’ Corner Ep. 25: “Talking Feedback with Christy Erbeck”

Crucial Conversations: Tools for Talking When Stakes Are High, by Kerry Patterson,
Joseph Grenny, Ron McMillan, and Al Switzler

Agile Coaches’ Corner Ep. 23: “Scrum and Empirical Process Control with Sam Falco”
Adapt Framework
SBI Model

Painless Performance Conversations: A Practical Approach to Critical Day-to-Day Workplace Discussions, by Marnie E. Green

Peopleware: Productive Projects and Teams, by Tom DeMarco and Tim Lister

“Modern Agile,” by Joshua Kerievsky

The Three Christs of Ypsilanti, by Milton Rokeach


Joseph Carella’s Book Picks:

Leaders Eat Last: Why Some Teams Pull Together and Others Don't, by Simon Sinek

Team of Teams: New Rules of Engagement for a Complex World, by General Stanley McChrystal, Tantum Collins, David Silverman, and Chris Fussell

The Rise of Superman: Decoding the Science of Ultimate Human Performance,
by Steven Kotler


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