Me too. As an external phone coach, I am able to help without politics, without bringing in assumptions f4om the system.
I believe all people are brilliant. Some middle managers need help remembering their brilliance. For these, I am hoping that my Bigger Game Journal may provide a way for an agile coach (without the time or perhaps skill or mandate) to help a self-aware leader remember and re-calibrate.
For some people, however, their brilliance would be better contributed in a different way, or even in a different place. Again, as an external coach I can help this surface, with less politics, and improve both their lives and the lives of the teams they leave: win-win.
I've added 3 different ways for leaders to play Fearless Journey as a solitaire. It is a way to explore new ways of influencing and helping an organization. This is new, I'd like to hear stories f4om people who use it: is it helpful?
It can be awkward being a coach or change agent to managers who fear you are there to eradicate them. My hope is that listening, appreciating them, engaging their strengths, encouraging them and giving them space to re-design themselves ... this stance offers them respect and support. Powerful questions can be a key tool here.
But I believe you cannot hold space for this intuitive work while running at 110% because you are helping several teams. Michael Spayd used to recommend thst team-level coaching and org-level coaching be done by different people, mainly to free them from real or perceived conflict-of-interest, iirc. (I'm out of touch with his current work. He may still say this). But I maintain that this separation is also important to avoid burnout and allow space for intuition, which tends to get lost when we have too many balls in the air, i.m.e. Humans are not good at holding multiple viewpoints at once, we tend to favour one and neglect others. (For ex. I believe this is one good reason to separate PO, SM and dev roles... the conversations are much more generative when tbey are not all happening in one person's head
Note: while middle managers explore and re-incarnate they may also benefit from our championing and shelter. We must be compassionate and believe that their brilliance will show up, even while they seem dull or even ornery