Profile agile learning advisor or agile coach

Below I describe the profile of a Agile & Learning (A&L) advisor, working in a work and learning ecosystem. I am hesitant to introduce a new function or role, preferably I work on existing functions. However, when you consider the role of the A&L advisor and also due to the complexity of tasks of these trades, I introduce this new function or role. In an agile work environment this function is called: the agile coach

The A&L advisor:

• is entrepreneurial with initiative and good insight in the business, 
• is a networker with good insight into roles of actors, 
• is a networker with good insight into relations and interactions between people, is mindful for each signal 
• loves experimenting so that people will look for another and will collaboarte; 
• is social emotional intelligent; for other people it is fun to tell them their story; 
• has high social competences; knows how to comfort people and knows how to receive the relevant information in short time;
• motivates other people, is enthousiastic and elicits energy;  
• provides a mirror and a window 
• is a supplier of hope with a strong and authentic story; 
• loves to serve others; 
• is able to tranform a question in a learning question;  
• makes use of IT systems to support employees optimally in their work 
• understand the logic of IT systems and understands what employees need. 

I suspect that agile learning advisors often have a business background, with a good eye on people. There is no need to be an expert in didactics or coaching.

This person is an entreneurial and pro-active networker, always alert or mindful to be able to serve others. The A&L advisor ensures that the working and learning ecosystem runs smoothly. The working and learning consultant monitors and ensures that:

• a good work and learning climate in the team; 
• teams use disruptions productively; 
• teammembers provide often feedback and appreciation to each other 
• teams and teammembers strengthen their learning capabilities
• teammembers with theory-of-mind talents, develop these talents further and put it in practice;  
• teams are able to explicit their questions and are able to be critical to each other and dare to ask questions to each other; 
• teammembers are able to work mindfully; 
• teammembers have the courage to start experiments, 
• a very rapid information provision, supported by smart technology; 
• the network of teams runs smoothly, efficient and effective; 
• teams use a number of werkmethods to arrange a free space, theory-U, mindfulness, metaplan (post-its), sprint sessions, etc. 

Teamleaders know how to :

• act as a spiderdocter 
• support their team, how to make use of all the talents and how to organize feedback as work as usual; 
• organize an inspiring and challenging work environment for teammembers and for themselves. 

Masters and mastery:

• Masters (knowledge holders) are recognized and appreciated; 
• Masters are well supported to explicit their knowledge;
• Strengthen the strengths of masters and knows what to do so that growth continues; 
• Links masters with others in need of information; 
• New information can be finded easily with 2-3 clicks. 
• Is able to organize that new information is rewritten and upgraded(curated) for possibly interested readers; 
• Possibly interested workers are informed about the new information;  
• Content is developed: a video, an elearning module, etc. A&L consultant is the supervisor of content generation and has the power to organize it; 
• based on data is able to monitor if teammembers are still engaged. 

• has access to the COO, CIO and CDO (chief data officer) and maybe also the CEO. 

The The A&L advisor does everything so that team members keep their team process even noticing and strengthen their team process.

Positioning of the A&L advisor
The A&L advisor work in organizations and not for HR, and also recognize the strategic role of employees. Teams and team leaders are king (Bersin, 2015) and supporting them is of strategic importance.

In my next blog I will discuss the organization of content and IT systems that publish content. An increasing integration of learning in the work means, in my view also that all the software applications should be devised reconsidered from the tlearning world. For example, I see only a limited role for learning management systems in the IT architecture, but more on that later.