 Hi and welcome everyone to the Agile Coaching Ethics session by Shane Hussle. Over to you, Shane. Good day, folks. Welcome. Thank you for joining us. Like I said, I'm Shane Hasty. I'm the Director of Community Development for IC Agile. And I've been one of the lead part of the team on, or leading the team who have come up with the Code of Ethical Conduct for Agile Coaching under the auspices of the Agile Alliance. Now, at the moment I'm seeing lots and lots of turned off audios and no cameras. So if we could, I'm going to invite you to please turn on your audio, turn on your camera as much as possible. This is a workshop, not a lecture. And a workshop is about interaction and engagement. I want to see you. I want to hear from you. I want to explore with you. So, yeah, welcome. The first thing I'm going to do is share in the chat. The link to a mural board. And this is where we're going to do all of our work. So please join that mural board. I see people coming into the mural board. Is anyone having trouble accessing the mural board? And again, just a reminder, please turn on your audio, turn on your video. Shane, can you hear me? I can hear you. Yes. At last, somebody talk to me. Welcome folks. Nice to meet you and welcome. Nice to see you. Same here, Shane. Thank you. I'll put the mural board link in the chat window again. That's in the chat. I'm supposed to open that and get there? Yes, please, please access that mural board. That is what we're going to be using to work through. I will share my screen occasionally, but not much. Because you're going to be doing the work inside the mural board as we go through. And just a reminder that you have signed up for a workshop, which is a collaborative activity where we do work together. This is not me lecturing at you. This is a workshop where we're going to explore the work that has been done. And come up with some thoughts and ideas of what more could be done, should be done, and how we make the ethics of agile coaching real. Let me get in there. Yes, good to see 15 people in the mural board. I'll just reshare the link so that everyone's got it. All right, I'm going to share my screen so we can all see where we are. So this is the we're going to start and we're going to actually I'm going to put you straight into breakout rooms in small groups and I want you to talk about and then we'll come back and I want to hear from each group. What have you seen in terms of agile coaching ethical behavior so I want you to think about it. I'm going to go through the code itself in detail when we come back but to start with just look at this image up in the in the top left hand corner of the of the mural board. The areas, confidentiality, information security, acting within my ability, insurrection and continuing development, navigating conflict of interest, ensuring value in the relationship, social responsibility, agreeing on boundaries, resisting the abuse of power and responsibility to the profession. I'm going to think about those in the in the broad topic areas. And then you can access that. And then we're going to put you into breakout room so we have 21 people will create for breakout rooms. And you will get randomly allocated to a breakout room. And you'll have in that breakout room. We'll give it seven minutes. And I want you to explore what have you seen in terms of ethical behaviors and unethical behaviors so if you think about these topics. What are situations that you have seen working well and or not so well. Welcome back folks. What I'd like to get now. Thank you. I hope that that was a useful experience. I see that some positive notes appeared on there and I realized that I had not layered things properly on the board so that they were all ending up behind the image so I did go in and change that just a few moments ago. All right, what I'd like to do is hear from each room. What are some examples what are some things that you came up with so starting with room number one. Who would like to talk for room number one. I think it was us if I remember correctly, Shane, but yeah. Yeah, so we did. I mean, I wouldn't say we had exact examples but yes we were discussing around managing the boundaries and giving the respect to, you know, the respect to our teams. So we did come across probably different opinions right few of us had an opinion that with respect comes value right so if we are respecting then we are, you know, really in turn get some value around it. And a few of us had an opinion that it also coincides with managing or respecting the boundaries as well right so while we don't overstep any boundaries we respect each other as well and maintain that relationship. So I think that was one of the discussions we had. Thank you very much. So wrong to had a mall and an urban and service and Sudarshan would like to talk to them. Hi Sudarshan here. So in my opinion, so when we were discussing about this situation, I think where we were the key point which we came out is that navigating conflict of interest. So, you know, one of the participants has faith, you know, in my group, I had actually encountered an issue wherein, you know, the, the Gile coach was new and he was trying to massage the ego of his clients. And, you know, changing the way he was delivering his content and it really was not the right way to do it. But, you know, he was not really sticking to the scope and being neutral in his work ethic and scope. He was trying to be partial just to please a certain group of people which would have given him business in the future, which, okay, I understand, you know, you have to be a businessman as well. But yeah, that was not the right way to do it. You know, you have to be neutral and you have to say the right things, not just be right to the person who you think is will help you in the future. You have to be neutral and do your job correctly. I think that's the one key point which we think came across in our discussion. Thank you very much. So room three had Atalia and Manju Anath. Forgive me if I'm mangling your names. Hi, it's Manjunath. Okay, so we, in our group, we talked about resist the abuse of power. So we discussed in a both way as a Gile coach, you can enforce your ideas on a team. That is a one way of unethical things. The other way, if somebody with a waterfall mindset or say command and control comes and enforces his idea, a superior boss or something like that. So how do you resist on that? That's a topic we discussed on that and say that we have to be ethical on our front first, then we can able to resist. Thank you very much. And room four had Rabi and Bharat and Dina Dalio. I'm mangling your names, Pradeep and Santosh. Okay, right, I think I'll go. I'm Dean Dalio here. So we just joined a minute or two late, so we didn't get the proper instruction. And then we went on to the Miro board, those nine things that have been put up and then we were starting to discuss on the first one. So the confidentiality and information security. So as a Gile coaches, so we have to maintain the integrity and the information about any person. So not to share anything bad about others within the team. So it is both the upstream and then at the team level as well. If you have something discussed at the upstream and you know something about bad about them, then don't. So we have a tendency to spread the bad about others, right? So that we as agile coach, we need to keep that respect individuals, the traits and not to disclose and things like that. So basically, don't spread the bad of one person to the other, keep it with yourself. That is what we had discussed. And then we moved on to discussing about that agreeing on boundaries. I think we were talking about the scope of what are the work that is so and regardless of what the situation is, we should not be elaborating on the just take the scope and just to please someone. Things like that should not happen. So that is what we were being discussing and then just then we were called out to join the main group. Okay. Thank you. Please do pretty. Yeah, thank you. So first of all, we thought like this is the first time we are hearing about code of ethics for an agile coach. So we are surprised. There's something existing in the market somewhere. It's been defined as code of ethics, invariably knowing it or unknowingly we'll be following many of things, but we have seen this as a framework or say as a slide for the first time. Thank you for that change. And some of the things like the boundary, what he should be doing what should be the question comes from people on architecture or technical side, and you are not sure or not quite exporting that area. Don't act like you know everything and try to answer possibly the best way to say that I'm sorry I do not know the right person to contact this, this exquisite as maybe somebody from that team can contact those person. I think we should concise our responsibility make sure that we are not overstepping. We are not misleading anybody just don't act like an expert on everything. Just do the right thing and direct the right person whom they can solve those issues. That's that issue. Thank you. Thank you very much for that. All right, so let me tell you a little bit of the background of where this came from and I'm sharing the link in the in the chat. This is the work is an initiative of the Agile Alliance myself and there were 3233 of us all together. Over the last year and a half have been working on coming up with what we feel and being very much inspired by the work done in organizations like the International Coach Federation and so forth the ICF. So what are what is ethical behavior for Agile coaching and Agile India last year we presented the first draft of this code of ethics. Agile has gone on from that first draft and it is now a published version one of the code. And on the mural board you below that graphic that image is a link to the PDF that is the full code of ethical conduct including the preamble, and the the text that goes through short shortly, but the, the preamble puts that the context around it. And this is new. It's, it was only launched as a formal thing in the world. In June, July, we finalized their that code, and we're hoping that more and more agile coaches around the world and most importantly, organizations that employ agile coaches will align with and require of their coaches that they abide by this and and I'm going to start now and and again on the mural board. If you just come to frame number two, the code of ethical conduct this is the core set of words in there so for each of those nine topics we have a number of I will statements. I will start as an ethical agile coach I commit myself to the following number one confidentiality and information security. I will protect information shared with me, and will not disclose it without agreement or legal reason. I will be acting within my ability. I will be open and transparent about my skills and experience and I will not claim to have abilities or knowledge that I do not have. I will be open with the client if I believe they need another form of professional help if I am not the right coach for them. I will continue in professional development. I will engage with a peer group or mentor to explore ethical and other challenges in my agile coaching work. I will seek to improve my self awareness and effectiveness through introspection and professional development and before navigating conflicts of interest. I will be transparent about any potential conflicts of interest with all who might be affected, and I will not act with dishonour. There's a question Mahesh, no I'm not sharing the screen but it is in that mural board link. I can, I can share my screen if that would be useful. Now before navigating conflicts of interest, I will be transparent about any potential conflict of interest with all who might be affected and I will not act with dishonour. I will offer to withdraw from a relationship if a conflict cannot be resolved, cannot be addressed. I will be ensuring value in the relationship number five I will ensure that the relationship is value, valuable and I will not extend it unnecessarily or create dependencies that extend the relationship. I will be open with the client if I believe the value in the relationship is declining. I will seek social responsibility including diversity and inclusion. I will seek opportunities to bring different voices to the conversation, and I will not condone allow or perpetuate discrimination in any form. I will strive to leave society better than I found it by both my action and inaction. I will work on boundaries. I will ensure that we have agreed upon scope have an agreed upon scope, even if it evolves. I will work with the client to understand their needs, rather than impose my own solutions. I will challenge an organization that is pursuing purposes at odds with the agile manifestos values and principles. I will not abuse the abuse of power. I will not abuse my power to influence others for personal gain. I will challenge the abuse of power by others and responsibility to the profession. I will uphold the reputation of the agile coaching profession. I will challenge and not condone unethical behavior in others. And I will attribute others ideas appropriately and avoid the appearance that they are mine. The 18 statements falling into nine categories that we as a working group came up with as these are statements of ethical behavior that we expect that ethical agile coaches will adhere to and will follow. What I'd like to do now, and this is to move to the third frame in there, the what will be hard frame. We're going to put you back into your breakout rooms. And in your rooms, I want you to think about and please put post-it notes onto this frame. What will be hard for you as an agile coach in upholding these ethical behaviors? Because this isn't about lightweight and easy stuff. This is hard stuff. And when we come back, we're going to go even deeper into what do some of these behaviors look like. And that's where we're going to spend quite a chunk of time. But for now, we'll put you into breakout rooms for another eight minutes. And we'll reopen the same breakout rooms and fill in the what will be hard. Welcome back, folks. Again, I'd like to hear from each room. I see that you've identified specific topics. But what were some of the things that you spoke about in your groups that indicated that you came up with? Why would this be hard? Why are these things not just, of course, we can do this? Okay. Anyone else from breakout one wants to go ahead or shall I? Shall I? Sure, sure. Please go ahead. Is it? Yeah. I think Mahesh, can you hear us? Okay. Meanwhile, Mahesh joins. Maybe I'll cover a few of them. Is that all right? Yeah, we can hear. Yes. Mahesh, please go ahead. Am I audible? Yes, we can hear you now. Sorry, looks like not your network issue. I'll disable the video and speak. Is it okay? All right. So in our group, Shane, we spoke about some areas, you know, especially why will I do the two and seven? Where, you know, I, what are my boundaries, my capabilities and skills are known to me as an agile coach, which is where within my circle of control, when it comes to operating within boundaries, sometimes it's a discovery process with the client, because some clients, you know, fairly understand what to expect and what not to expect from the coach. But sometimes we have also seen cases as you know that, hey, you guys are agile professionals and you are not truly being agile yourself. You are operating within your boundaries. So we have heard bearder statements sometimes so that being able to operate and work within that boundaries is a process, a discovery process where the client should be in absolute alignment with the coach to understand what are those limitations. And if we needed to seek more support, we need to be pragmatic and receptive about that. So it's not about the coaches' inability, but who can really be the best person to talk to in a given scenario. That's one thing we spoke of. The second area I think some of our members had a little bit struggle to understand the line item number six, which is inclusion and diversity. What do we really mean about it? And then I think one thing we spoke about is, you know, if you have people who are foreign against the transformation or any initiative you do, do you only invite a selected bunch of people to have a conversation and leave all the resistive people outside the room, as opposed to having the elephant within the room? So is that a subtle indication of inclusion and diversity? So those are some topics that we spoke about. I would let my team members add on if they want to. Thank you. The other thing is on working within the boundaries. So the 0.2, 0.7 and 0.8 we felt it are interrelated and somewhere it will overlap or it will go more or less actually. So if you don't have the ability then resistance will come, resistance will impact the boundaries. So a lot of cases it's very difficult to put the boundary. That's where we see a problem, right? So setting up boundary then the question will come, we are paying you. So why don't you do this also, right? Process coach to go and do an engineering coach. It becomes very difficult. Excellent. Thank you very much. Rule two. So in the room 2 we were discussing about similar points like basically 2, 3 and 7. So in the 7 we were talking about when we are just starting the transformation, the things are not in place. So because of the given uncertainties, even if the requirements evolve, the scope evolves, it would be very difficult to agree on the scope. There would be a lot of push coming from the business and other stakeholders. So it would be very difficult to agree on the scope in the beginning. Then as the maturity improves over a period of time, things may be in place. So as coaches it may be difficult to uphold to that in the beginning. Although in principle like we were adding to all the principles that as coaches definitely we should be able to live up to all of them. But there would definitely be challenges. So we were discussing more on the challenges in different contexts that could be coming in. So definitely with respect to the scope it will be very difficult to live up to them. Second was a very interesting point on the introspection and the continuing professional development. So some of the points that came up were that as we are building our careers, as we are doing the coaching on the ground, sometimes it may really be difficult to actually get access to the good peer network or the mentors. Within that specific organization you are working in. Definitely there are external forums and other things you can go into. But in those specific actual real scenarios, I think people felt we may not be able to live up to that. If you are working in a given client organization, you have only two or three coaches. You really don't have that kind of support. So it could be somewhat challenging when you are working in that kind of a context and on the point of acting within my ability. So sometimes it could be difficult to be very honest and transparent to the customers. Because if you are, suppose, providing a consulting and coaching to a given organization and something comes up, you may just jump in and provide some of your recommendations. Even if you do not have the full skill set, that could be to get future business. That could be to ensure the credibility of your organization. So in the real world at times, although ethically definitely that's not the right thing to do. But in the real world, sometimes you may cross that line and sometimes you may just go a little ahead than where you should go into. So sometimes you may not be able to uphold 100% on that. So this is where we were when we came back. Excellent. Thank you very much. The real world gets in the way so much, doesn't it? Thank you. Room three. We discussed on two points, navigating conflict of interest and agreeing on a boundaries. The issue with navigating conflict of interest is one of the practical examples we discussed is when we join as a consultant and we do the assessment and say that teams still have a waterfall mindset and other things. And some discussed that. We say that the organization or leadership doesn't agree because they go and say that we are practicing for a couple of years, we are matured and all those things. So it is very tough to go ahead and say that because it is where you are working with them or they are the sponsors. So conflict of interest will be there always. That's the one point we talked about it. How do we handle such things diplomatically sometime. So the second one we talked about agreeing on a boundaries, agreeing on boundaries sometime if you are working for a client and client say that you have to do this. There is no as such conversations to say that agree on these boundary lines what we are doing. You cannot go and say that we don't have that capabilities or anything. So that's a boundary. If you start coaching and companies ready to involve you from defining what needs to be done, it may be possible. If it is predefined, it is very tough to work with the boundaries. So these are the two points we discussed. Anybody from our group want to share something? Go ahead. Looks like no. Thank you, Shane. Thank you and room four. So I may burrow here and others can add to it. So I think for us what I see is all of the nine things are extremely challenging in its own way. And all of them require a lot of consciousness within yourself to decide where do you think you are actually going crossing the line and where you are not. It's a lot of self reflection needed on each one of them. But especially the two things that we thought were a bit challenging. One of them was the second one which is acting within your ability. Now most of the time we as a human being it's very difficult for us to say something that I don't know even if you know a little or how much where you put that boundary. It's very, very difficult. And same goes with the conflict of interest. That was another area. Even there on one side your mind might be convinced you know this is not really you are getting into conflict of interest or this is not really you know this area quite well even if you know it a little less. So both of them require a lot of conscious efforts for us to put our interest aside and say yes I think I'm going to say this is not my boundary or this is not my ability. This requires an additional skill or this is something that is going to be conflict of interest and I'm going to withdraw from this. So that's the two things that we felt were a bit challenging for us. Maybe others can add if I missed anything. Thanks for that. I was wondering how do you speak without your head on in your over your ear. He cannot hear you. What are you speaking isn't it. Yeah, we heard you clearly about. Thank you very much. So, thank you folks. Yeah. Yeah, it's when we start to dig into these things they do get hard. And one of the things that we are the working group who came up with this said, well, yeah, it's great to have a code of ethics but what does this mean in practice. So the other thing that we added on the website and in this mural board. And again, I will share my screen so you can see where I'm pointing at. There is, there are nine boxes on the board down the bottom. And if you use the outline you can see them they're numbered one to nine. And for each of the topics. We've come up with what we're called ethics scenarios. Stories of and their real world situations that have been sanitized so there's no organization names and things like that but these are examples where people have seen behaviors and we've tried to explain them in terms of what is appropriate and what is inappropriate. And the ones that were really hard or what we've come up with as a gray area. It could be right. It could be wrong. What is the context. So for each of those nine areas we have at least two or three individual scenarios and some of them we've had more. We've had more responsibility we had quite a few agreeing on boundaries resisting the views of power and responsibility to the rotation. And whoops, I thought I'd locked that fix that back there and lock it. It can't be moved around easily. What I'm going to ask you to do now and this is going to be a 20 minutes in the breakout room. We're going to create there. Let me just see how many people we have we have 2022 so 20 participants going into breakout rooms. And we will create three, six, seven will create seven breakout rooms, 21, 19, six, six breakout rooms. Sorry to Monica so can we have six recreate six breakout rooms that's going to be about three maybe four people in each breakout room, and your breakout room number will indicate the topic area we want you to go to so breakout room one will be area one confidentiality breakout to room two will be acting within your ability. Three introspection continuing professional development and so forth and in your breakout rooms. What I want you to do is read the scenarios discuss them. Don't think about what would you add. Are there situations and scenarios examples that you that your group would like to add to this space here, and we will have. Yeah, we'll have 20 minutes in the breakout rooms for this. Welcome back folks. Well, how was that activity. Have fun. Was it interesting. Thought provoking. Yeah, thought provoking. That's what I was hoping for. So I'm going to do a quick round Robin. And I'm going to ask each group to just give no more than one minute what happened and what was, what did you get out of doing that activity. So if we can start with room one. Looking at confidentiality and information security. How did that go. I'll, I'll go with the permission of that earlier and version. So we kind of concluded. All right, we could come to a conclusion. The scenario was that there was a coachy who had breached information security, you know, policy, and what was the conflict so to speak of the coach. Right. So there were multiple points discussed. So essentially we were debating whether so so the scenario was about that the coach actually went ahead and reported but what else should have been done. I think we concluded that even the coachy I mean the coach should have let the coachy know that you know this. You know that he is he or she is going ahead and reporting this because of the, because there is also a commitment to the coaching contract as well as, you know, the legal obligation. And I think that's what we concluded with. So we took some time to come to that conclusion because of the audio issues I had. So I saw that by leaving the room all together and coming back so I think that's so if you want to add guys. Yeah, so that's what I think Narendra and me were discussing. We had a situation say wherein if the coachy has leaked some sensitive shareholder data or some data in the conversation now. Ethically, that's not the right thing to do. You're not supposed to leak your company reports or something before time. Now he might have told you that in confidence thinking that you may not take it seriously now it's known somehow it comes notice to the corporate security team who reach out to you. So you are not supposed to disclose the data which the coachy told you because he told you in confidence but at the same time you know what he did is incorrect. And there is a chance that he would have you know told it to someone else so you reported but what we concluded that if you are doing that you shouldn't morally speaking I think you should also tell the coachy that hey you know what you did was wrong. And I know this is confidential and you know we had understanding but just since it was wrong I have reported it and I mean forming you have done the same so you know he's also informed and he can take further action. And you're not just being you know just going behind his back, you know you're being clear that I had reported this because this was the scenario, the security team is aware and now they can resolve it mutually is what I think we concluded. That's what we reached. Thank you. Yeah, the and these are difficult scenarios. So thank you room two. So we were discussing about acting within your ability scenarios. So we thought, you know, all the three examples for appropriate to discuss those. So first scenario, you know nutshell, you know it is a client has a need of some tool and as a coach I don't really have knowledge about that tool so I don't I won't be able to coach for that tool so I mean the scenario one says that we I should try to bring, you know, take the customer into confidence and try to have a partnership where you both can learn and how to use the technique together so that is how the example one says I thought it is appropriate. The second, the second example is an extension to these where you offer to have another coach for that for the school and try to get the work done. So we just wanted to add probably you know we can. So as a agile coach probably I would prefer to have some technical guy who knows that tool to do some pieces around goals of the customer and then present that gain the customers confidence based on that you see and then go ahead with setting up the team and you know bringing in all the other things and then get it done so that is what we thought that is what we want to add probably to discuss around POC's and presentation of those POC's to customer to get the confidence going. The next example was around an interview situation where you are interviewed for by by a different organization and the person is asking you to share some secrets around the way ahead from your parent company and they're pressurizing you whether I mean to to share those secrets and that is where you decide to turn off the interview just come out of it so we thought I mean that is correct ethics wise we should not really share any secrets or anything about the confidential information but as a agile coach probably when you are working as an enabler to you know get both the parties working for their betterment. Is there any other way wherein you can present you know the benefits or stuff or you know interview is basically selling your own stuffs. Is there any other way wherein you can bring that balance and don't really share the confidential information but still give them a confidence that you can you know you can work with their goals and you will help them to achieve their goals as well. So you should try that first before you know just switching out the interview. So that is what we thought because the examples is that you just come out of that interview because they're asking you are pressurizing you. Yeah and the rest two examples are for inappropriate behaviors so where you're overselling your experience. Yes. Sorry. We're being very conscious of time. So is there anything that that that you would summarize from your group's perspective. I mean as a coach probably you need to go one step ahead think about balance and try to look at the benefit of both the parties who are involved and then get the solutions that is something that is thought. Right. Thank you and group three and again being very conscious of time less than a minute. Good. We discussed around a couple of areas for introspection and continuing professional development scenarios. So one that we found was that external community support and I mean it is that we are part of external knowledge sharing community where the team members. I mean the members especially experience shared their experiences as well as the different challenges what they have learned. And this provides a platform to learn and brainstorm different approaches that we take towards a common problem as well as also it helps in terms of introspection about you know what we're doing wrong or what we can do better. So that was one example what we discussed. There are a couple more of that we scenarios what we discussed was one that was again related to mentoring and peer support. So it is more about as an agile coach we have when we're starting a new transformation and gradually ramping up around 25 to 30 as a coaches in a larger organization when you talk about around probably 500 teams. And then you see that over the over the time there have been some inconsistencies in the thought process. If I if I can again bring you to the what did your group take out of this just because I am conscious that we've only got three minutes left now. Okay so as a group what we felt is the importance of the knowledge sharing sessions or getting alignment across you know the importance of regular meetups for be it external or internal that helps us in being on on the same page and also bring the consistency that was one point. What we discussed. I think I do want to add anything to that. Yeah actually I rejoin I'm not sure if I'm audible now. So, okay great. So the basic theme was basically to support the peer support and the professional development with the leadership and other teams are not really supporting and going against it. So that was inappropriate and basically things which are supporting the peer support and professional development multiple scenarios that were there. So, basically we need to promote the professional development of our coaches as well as your support so that we can build the community over a period of time so that is the basic team and we are here for example. Wonderful. Thanks Amal and I have to move on so group five very quickly. So as a group myself and Dimanchu which has gone through the scenarios mentioned to make sense. So we understand that the importance of managing the conflict of interest. Otherwise it can end up shabbling the contracts for the agile coach companies can damage many relationships. So we come up with this one inappropriate scenario we thought it's like, let's say you're a consultant coach for a company, and you're also taking up a concern for a different company. It's a competitor for the first company or coaching. Right and how is it inappropriate is that there is a chance that you might be leaking information which is confidential across competitors. And why is it gray because if your contract is not saying that we cannot perfect that it can be a great aspect. And Dimanchu if you want to just quickly add upon you another scenario I think that will conclude our. Yeah Pradeep. So when you are the one of the scenario I'm talking about is when you work with the PMO and you say that team doesn't have a mindset or anything. They may not agree with that because they have come from a waterfall mindset for a long time. So those those conflict will be always there. How do you negotiate how do you can put your thoughts. That's the conflict it is a conflict how to deal with that it is a many options will be there for that. We discussed on that. Wonderful group five very quickly. Anyone else wants to go ahead. Okay probably Shane if I quickly say what what was the learning is because we had a topic around ensuring values in the relationship and what scenarios we came across right. Some of them did come from the personal experience as well. And if I just want to sum it up I think sometimes even selfish reasons can come in between right to to to ensure that we are giving a value right. So that is that is where we came with a few inappropriate as well as gray areas. And on top of it I think nothing is black and white right so we did come across some gray areas where we could not understand what should or could have happened. I mean just in interest of time I would say that. Thank you and group six. Yeah in the interest of time I'll get started. So for us again it's the same thing because diversity and inclusion and I'm really proud that today in the industry there are a lot of efforts being made by many organizations to nurture this or to bring as much as awareness as possible. The key area for us is as everybody mentioned there are you could at least identify the good and bad but grace are very difficult. So especially for a team who has been there for quite long it's very difficult while they're making some communications whether it could be inappropriate and especially when the new members comes in how do we understand am I making sense or am I stepping into this area. So the key takeaway for us is can we be constantly conscious as a coach to identify such instances and maybe have a one on one communications and bring that kind of confidence for those guys who are being feeling they could be a victim of this situation. So just to keep it short. Wonderful thank you very much. So thank you folks. We are at the end of our time box I'm going to share my screen one more time and just focus in on two things on the mural board. One is this quote from and there is the the author Eliza Yudovsky. Yudovsky you are personally responsible for becoming more ethical than the society you grew up in. And as as agile coaches where this really is something we want to take to heart. And then we've got a frame on the mural board that you can access. What's missing. Please tell us put things up there that should be in our code of ethical conduct or whether it's the scenarios that we're missing. Give us this feedback. We want this to be owned by the community which is why we've done it under the auspices of the Agile Alliance. And if you go to the Agile Alliance link there which is in the in the mural board as well. You'll be able to see a lot more of the work that we've done those scenarios are all there. The code is there you can share it in the mural board also you can just download the PDF of the code. So you're welcome to it and thank you all very much I really appreciate your spending the time with me this afternoon morning evening day.