Tanner’s military background has taught him that team members need to help cover for each other. And they can’t do that by seating on their own silos and working only on one type of tasks. Tanner explains how he got trained in multiple skills in his military career and how that can help us as Scrum Masters.
www.SpikesAndStories.com. He’s helped many organizations in their journey toward agility. He’s been accused that his military training would mold him into a rigid, unmoving Scrum Master, but nothing could be further from the truth. What civilians call agile, the Corps calls leading Marines, and it’s through his experiences as a Marine that he derives most of his insight as a Scrum Master.
If something worked in the past, it must work with new teams in the future. Or must it? In this episode we explore how the system around the team significantly affect what works in practice. The same daily meeting format may have worked in some teams before, but how is this new team’s context affecting the format of the daily meeting? As Scrum Masters we must be aware of the team culture, the management culture, the technical tools and other critical system conditions. Only then can we know what might work, and what will not work in that team’s context.
About Miguel Santos
Miguel is a Brazilian living in Germany and currently Scrum Master for two teams at NewStore. He believes that there is no single methodology (agile or not) to lead projects and teams to success. Because of that, he would like Scrum Masters to be less biased when working with their teams.
When looking at the systemic causes for problems we see in the team, we need to take into account many aspects: trust, metrics, conversations, relationships. Where to start? Richard suggests that we look at the Comparative Agile diagnostic and the Agile Fluency model and diagnostic. But of course, those are just starting points. A lot of the work needed to identify systemic problems is to listen to the conversations happening in the team, and with stakeholders. In this episode, Richard describes the process he uses to observe and analyze the conversations happening in the team, so that he can pinpoint systemic problems.
About Richard Kasperowski
Richard is a speaker, trainer, coach, and author focused on high-performance teams. Richard is the author of The Core Protocols: A Guide to Greatness. He leads clients in building great teams that get great results using the Core Protocols, Agile, and Open Space Technology. Richard created and teaches the class Agile Software Development at Harvard University. Learn more and subscribe to Richard’s newsletter at www.kasperowski.com.