In Their Shoes: From negotiating for a rock band to negotiating frictionless contracts, an #ExtremeContracts principle

This is a guest blog post by Jacopo Romei. Author of the Italian version of the book #ExtremeContracts, and author of an upcoming book on the same topic in English.

Being part of an underground band is not easy. You are weak in every aspect of your business model. You have no stable audience, you have very thin revenues, you have to accommodate your “real life” needs and, above all, organizing gigs is a nightmare. Trying to negotiate a good deal with the owner of a club you like can be very, very hard. This is the story of how putting yourself in their shoes could make a better negotiation strategy.

Trying to negotiate a good deal with the owner of a club you like can be very, very hard for a rock band. This is how to create a better negotiation strategy.

Since 2003 I have been part of Anonima Armonisti, an a cappella band: no instruments, voices only. After the first few years setting up our repertoire and fine-tuning our live show, in 2007 our popularity had a boost. While the band was still in a niche, a few TV appearances, a few performances in some important theaters, and a couple of published records made us quite known across Italy, to the point of being featured in the Italian edition of Rolling Stone magazine in 2012.

Despite this success, though, the majority of our concerts were still taking place in clubs. In 2009 alone, we were on stage 44 times and the relationship with the club owners had become critical for the survival of our band. The sustainability of our activity was totally dependent on their decisions: they were the ones who paid us, who gave us a stage, who provided the sound system and the right structure to make our concerts possible and enjoyable for an audience that sometimes reached a thousand people.

The relationship with the club owners had become critical for the survival of our band.

The negotiation with them usually happened along a fixed sequence of steps. We had to find, and introduce ourselves to the owners of the clubs where we wanted to perform. 

The club owners—no matter how loyal our growing audience had become over the years—insisted on us providing a guaranteed minimum number of attendees. Worse: reaching those minimum audience numbers usually became a condition to get paid after the show, as the club owner wanted to keep the freedom to cut or suspend our fee in case of a turnout below their expectations. 

At that point, after the fee was set, we started trying to schedule the concert, looking for a date that was suitable for the seven band members and the club itself. From then on, it was all about promoting the gig and hoping we could bring a big-enough audience to enjoy the performance, otherwise we would have to perform and wouldn’t get paid!

Their problem is a part of our problem

The negotiation process felt like pushing a rock uphill with the constant threat of having it roll over us. It was the opposite of a lean process!

  1. Finding the right place, taking into account space, the stage, the sound system, and the geographical position according to our goals and how easy it was to get to the venue.
  2. Actually begging to schedule a date, giving the club owners many guarantees and not getting any from them. I often wondered about this: wasn’t having people attend the gig a shared interest between us and the club owner?
  3. Negotiating a fair fee, that matched the true value generated by our performance, both for the audience and for the club owner.
  4. A cumbersome process to find a good date among us singers and then negotiate that date into the club’s schedule.
  5. Struggling to gather an audience for that date, now become a Damocles Spade hanging over our heads. An important football match could be enough to spoil our party and leave us with an empty club.
  6. Performing.
  7. (Struggling to) Be paid.

I was then looking for a different negotiation process that may be more streamlined, less prone to failure, more linear, in one word I wanted to negotiate Anonima Armonisti’s gigs in a way that would allow us to delay commitment until we were sure the most important risk was covered, for us, and the club owner. In short, the lean way.

I was looking for a lean negotiation process

I wanted the agreement to guarantee us:

  • More options about the club, according to many variables, especially size.
  • A fee correlated to our music and how much our fans liked it, not to the amount of people collected. We are a band, not a PR agency!
  • A compensation proportional to the audience size, for better or worse, through thick and thin.
  • The chance to schedule the date with less friction.
  • Zero risks of singing in front of an empty room.
  • Certainty to be paid, with no exposure to last-minute surprises and the owner’s attempts to shave the price down a bit.

At that point, I realized that it made no sense to pursue only our needs without acknowledging the club owners’ needs. I thought that maybe I could use their needs as a True North towards my own goals. As someone said before me, I had to find a way to help them to help me. So I started making assumptions on… their assumptions.

Probably these were their needs:

  • Zero risk of losing money by having us perform to an empty room. A club only has a fixed amount of available dates per year. It is crucial for them to maximize the generated value per single day and the audience is the main driver for them to reach this goal.
  • Making sure that their revenue—basically selling drinks and maybe food—stayed independent from the quality of our show. They usually want people to be entertained while they spend money eating and drinking so the owners perceive the artist’s fee just as a cost to be capped as low as possible. Given that, our interests were not aligned until we were able to separate their revenue from our revenue.
  • The opportunity to schedule the gigs on a date that suits the club’s calendar, with enough time notice. Concerts have to be scheduled way ahead of the actual date, to increase the chance to build a substantial audience, and club owners were looking for peace of mind by literally building an inventory of gigs further into the future. 
  • No revenue share for the artist. Their bar-generated money stays theirs, while the artists get a fixed fee agreed upfront or, if the money is linked to the size of the audience, its amount is capped to a maximum. There has to be no open upside for the artists, they are a commodity because running a club is far riskier.

All these needs are legitimate. Dismissing them would not lead to a successful agreement in which they only care about setting up a nice venue and serving good drinks and food, we only focus on music and the performance, and everybody cares about the number of people attending the concert. How could we design and set up an agreement to take care of all this?

A new approach to selling our live performances

At the end of 2014, building on top of my experience with a few start-ups trying to validate their business models and strongly influenced by Steve Blank, I had an idea that returned interesting results.

Without even alerting my fellow bandmates about my intentions, I asked them whether they were all free on some date in the following months. Then, I chose the first date that suited all of us and asked them all to keep it free. At this point, I started assuming we would have a concert in Milan on that day. Milan was perfect for the experiment because it is a big enough city. We had many fans there, having already been primed by two or three concerts in local clubs. And I was also attracted by a few fans who had been requesting us to play in their town for a long time.

I chose a popular ticket platform that I had experience with, from selling tickets to more or less nerd-ish conferences and meetups I had helped to organize. Not even knowing what club we would be performing in, I started pre-selling 100 tickets at a very low price, on the set date. I promised the buyers that in case we had missed a given goal within the first few weeks, I would give the money back, no questions asked.

Not even knowing what club we would be performing in, I started pre-selling 100 tickets at a very low price.

After having sold the first 100 tickets two months ahead of the scheduled date and with a 50-person waiting list, I started scouting for a good club in Milan with the following pitch for the owners of the most interesting clubs: “I’ve got 100 people who already bought the ticket for our show on this date. Fifty more people asked me for tickets and are waiting for us to confirm the event. We still have three months to go and I don’t want a dime from you. If you let us perform on your stage, we bring them all to drink at your bar”.

I still remember how loud the high-five was! In no time, we had a scheduled gig and now we also had a deal with a very nice club with a very nice stage.

I still remember how loud the high-five was! In no time, we had a scheduled gig and now we also had a deal with a very nice club with a very nice stage. We opened the box office again and we ended up selling hundreds of tickets! Win (for us), win (for the club owners), win (for the audience)! This was what my Extreme Contracts approach delivered: a triple win! No pain, no upfront risks (for anyone!), and a scheduled date for a top club in Milan.

By changing the order of the steps in the process we had changed the result. Our new process for setting up a concert in a top club looked like this:

  1. An exhausting internal negotiation to find a suitable date was not needed anymore. Picking up the first free date at the intersection of our calendars was enough.
  2. The search for an audience was not on the critical path anymore. Damocles was freed from his spade and not finding an audience just started meaning canceling a tentative date and refunding the initial buyers.
  3. We were earning money without begging. Those buying a ticket from us in advance were doing so because they really wanted to attend our show and, not a small thing, they were sure they would get their money back in case of a cancellation.
  4. We were getting paid in advance (the tickets were pre-sold), with no loss exposure for us even for expenses and rehearsals, and we were no longer afraid of being paid less or nothing in the end.
  5. We were performing in the right clubs, from all points of view, no room wasted nor the risk to invite too many people. Finally, we were able to introduce ourselves to the club owners having the upper hand in the negotiation: “hey man, I’ve got some value in the vault and it’s my vault. Do you want a share?”

Once we found the club, we were left with the pleasure of performing in front of an audience that was there for us and deserved to be entertained.

What about the owners’ needs? Were we taking care of them this way? Or not? 

Our solution is their solution

This process puts the owners’ needs at the center of the solution. Each of their needs was addressed because we tried to think how they thought and we tried to feel what they felt: we walked in their shoes.

This process puts the owners’ needs at the center of the solution. Each of their needs was addressed because we tried to think how they thought and we tried to feel what they felt: we walked in their shoes.

Let’s see this in detail:

  1. They took no risks of an empty club. A club only had to commit for a date which all the audience—or at least a minimum number of people—had already shown commitment for. This was much better than hoping to see people attending a concert.
  2. They could decouple their drinks-and-food business from the quality of our show. We might even have proved to be unable to perform live and the maximum impact for the club owner would be the decision not to let us perform again. But the single date, that single first date was secured. No exposure for them, an audience that would drink and eat no matter the quality of the show, and the free option to renew the partnership with us or let us go.
  3. The gigs were scheduled on a set date, with no ambiguity and no need to wait for its confirmation: it was all set! The show was only scheduled when there was already a “minimum viable audience” for it. We had the audience that had committed to attend by paying in advance, and we had a clear date in the calendar. No room was left for fluctuations. The owners could rely on a filled slot in their schedule.
  4. No interference with their revenues. We were not asking for shared revenues, we were not linking our finance to theirs. We had our money, coming from our fans’ love for our music, they had theirs, coming from the quality of their service, drinks, and food.

All of a sudden, everything had turned for the better, the negotiation had become frictionless. This is the keyword: frictionless. You don’t want to feel like pushing a rock uphill every time you meet a new customer or a new supplier. You don’t want to spend an enormous amount of time, energy, and enthusiasm for every single negotiation. You want it to flow naturally, easily. As Ury and Fisher state in their bestseller “Getting to Yes”, the best negotiation process is the one that takes care of the substance of the agreement, sure, but still preserving efficiency and a good relationship between the parties. In one word, keeping it frictionless. 

One of the best ways to get there is to focus on the negotiation process on the needs of the other party so that we design and make them accept an effective solution while we serve our needs. Extreme Contracts practitioners call this principle In Their Shoes.

Here’s Jacopo and the band with the amazing a capella cover for Disturbia

Saritha Rai: A manager’s transformation from command and control to Agile

Many Scrum Masters are familiar with the anti-pattern where managers want to “own” the team and are very directive. To the point of telling team members what they can, or should not work on. In this episode, we talk about how those managers can also find value in Agile approaches. Saritha shares a story about personal transformation in a waterfall organization that wanted to go Agile.

About Saritha Rai

Saritha has been working in the IT industry for 13+ years and is an adaptable and constant learner. She has over a decade of experience in software development and is passionate about training, guiding and coaching people to have a good working environment which will result in high-quality deliverables.

You can link with Saritha Rai on LinkedIn.

Your cultural anti-patterns are AMPLIFIED by remote work. Are you ready? (Tips for Scrum Masters)

Image by mohamed Hassan from Pixabay

Scrum Masters often have to face cultural anti-patterns when working with teams, and the organizations they are part of. Those cultural anti-patterns are being amplified by the move to #Remote work due to the #covid19 situation.

What can we do? How can we get ready?

Here are some tips to get you started or to help you further adapt to this new reality.

Lack of transparency is even worse when #Remote

There are many Scrum Masters that come on the Scrum Master Toolbox Podcast and share stories that relate to a culturally-engrained lack of transparency. This lack of transparency takes many forms:

  • Team members don’t share their struggles in the Daily Standup because they perceive that as a sign of weakness (for example)
  • Product Owners don’t share the reasons why certain changes are brought into the Sprint, perhaps because they themselves don’t know
  • Other teams we collaborate with don’t share changes to a dependency we have on them

Whatever symptoms of lack of transparency you experienced when working in the same office, those symptoms will only get worse when our organization moves to #Remote work. Some of the reasons are:

  • Individuals are less engaged and motivated due to the stress, or being distracted by the presence of children while they work, or because they don’t see (and therefore don’t take into account) their colleagues during the day
  • Sudden tasks or priority shifts are communicated to individuals, and the rest of the team isn’t physically present to witness that change
  • Now that we’re distributed we miss out on all the spontaneous collaboration that used to happen.
  • etc.

Tips for Scrum Masters to increase transparency and foster collaboration

As Scrum Masters, we must be deliberate about improving transparency and collaboration in #Remote teams. Our domain of expertise is collaboration, and we must keep adapting to enable collaboration at all times. Here are some tips, that may help you improve transparency, information sharing, and collaboration between team members and with other teams: 

  • Have a collective retrospective with the teams on which your team has regular dependencies
  • Discuss with the Product Owner how to share changes to the Sprint so that all team members are aware and can share their possible impact on the work they have to finish
  • Move to a shorter Sprint. Agile is about creating more, and faster, feedback loops. As we go #Remote those feedback loops are even more important. Shorter sprints provide more transparency (problems are found faster), makes the amount of work smaller which helps with clarity (shorter stories), and with identifying and solving process problems in the team, and across teams
  • Have 2 daily check-ins

  • Integrate more often. If you are integrating with dependant teams at the end of the Sprint, consider bringing their work into your daily build pipeline, or assign specific team members on both teams to work on integration from the start of the sprint
  • Track dependencies on other teams just like you would a User Story. Understanding of dependencies will grow during the Sprint. Make sure you are covering that dependency on the Daily Standup if nothing else to learn that “everything is proceeding according to plan”
  • Create an URGENT Slack/Teams channel, so that team members can always explicitly ask for help to solve a problem they are facing. When #Remote, even waiting one more day can make the problem harder to find.

When we are #Remote, collaboration and cooperation are harder to achieve, and transparency can be a critical trigger for that collaboration to flourish. Consider what you can do as a Scrum Master to improve collaboration. Every day.
Stay Safe, #StayHome

More tips, and more insights from the Scrum Master Toolbox Podcast

We have started a page to help you deal with the reality of #Remote work. Bookmark this page to easily access all the tips we share related to #Remote work. In this page you will find blog posts, as well as links to the YouTube videos of our LIVE Q&A sessions with #Remote work experts!

How to coordinate #remote teams (and improve collaboration in #covid19 times)

Image by Gerd Altmann from Pixabay

We started a survey to collect your biggest challenges when it comes to transitioning to remote work. You can submit your answers here.

From that survey, the early results are conclusive, one of the biggest challenges you are facing right now is to help your teams coordinate their work, and collaborate effectively after transitioning to #Remote work.

So, to help you adapt to this new #Remote work reality, we collected the following strategies and tools for helping #Remote teams coordinate and collaborate effectively.

Scrum is #Remote ready, especially this one tool…

Read on for the full list…

Continue reading How to coordinate #remote teams (and improve collaboration in #covid19 times)

Working from home with Kids: Our #Remote work journey continues

Image by Pexels from Pixabay

Many of us have started to work from home while our children are also at home, which presents additional challenges. Here’s a collected list of tips from our listeners on Twitter. You are not alone! Many others like you are working from home with kids!

Stay calm, be empathic with your colleagues

One of the most important rules when working from home is to respect each other, we are all in the same situation, we are all getting started in our #Remote work journey. A simple practice that will help you with this is to tell your self: “We are all figuring it out,” she said. “It might get a little messy.” Yes! It will, sometimes, get messy. But it will also improve over time.

Be understanding with your colleagues, give the example and say also to them at the start of your next call: “We are all figuring it out,” she said. “It might get a little messy.”

Use your mute button generously, but accept when the noise comes from the other side! Have a post-it ready to remind your colleagues they are not on mute. Be kind, though 🙂  

Pay attention to your children. You’ve gained time, give it to them

Our previous Scrum Master Toolbox Podcast guest and listener Bola Adesope reminds us that we have gained time by not having to commute. It’s only fair that you dedicate that time to your children. You will all benefit. In Bola’s own words:

Sotiris adds:

Talk to your partner/spouse. Agree on how you will help each other

Many of you are working from home with your spouse or partner. You are probably both in the same situation, so talk early about how to handle the situation.

Daniel suggests ~2 hours shifts, talk about it, and agree on what would work for you.

Another tip is to share your work meetings calendar with your spouse/partner and try to help each other. You may try to book meetings when one of the adults in the house is not having another meeting (if possible).

In any case, don’t forget: be empathic with your spouse/partner too! You are both going through the same experience.

Anna has a slightly different approach, she suggests short bursts (more likely to work with smaller children), it’s a bit like the famous Pomodoro technique (which some already call Mozarella technique because “Pomodoro” apparently have been trademarked 🤷🏻‍♂️)

Adjust your expectations, but know that you are learning and improving as you go

Rene reminds us:

Remember, this is what being empathic towards others and yourself means! However, you are an Agilist! You also know that you will be adapting and improving over time. Stay with it.

Create a routine of reflection, individually and with your partner/spouse. And if your kids are old enough include them in that reflection. They will benefit from your example and will learn to be deliberate about reflecting and adapting to novel situations in their lives.

Help your children learn and practice skills at home, it’s a win/win!

The final tip comes from Paul:

Do your children already want to practice a skill? Maybe playing the piano or guitar? Or learn how to draw? Help them out. Buy them an internet course, and let them practice. Those skills will be beneficial immediately for you, and in the future for them! It’s a win/win!

What other techniques and approaches have worked for you? Share your learnings below in the comments!

Stay healthy, #stayhome and enjoy your children!

5 Tips for those starting their #Remote work journey

Image by mohamed Hassan from Pixabay

I’ve worked remotely since 2014. Sometimes for weeks at a time. Most of that time as a Scrum Master or Agile Coach, so I’ve had to learn a few things about working with remote teams. Here are some of those tips that I’ve collected

Get used to booking 15 min sessions with colleagues

When we work remotely, it is quite normal to have more meetings. That’s how we synchronize our timetables. There are fewer opportunities to meet colleagues in the corridor, kitchen, or while walking out to lunch or a coffee break.

So, I started booking 15min session with colleagues, to be able to interact with them, but not completely disrupt their day (or mine).

Here are the rules I follow:

  1. Book the 15min session just before or after a meeting they already have in the calendar (to avoid breaking up their un-interrupted time)
  2. If I need a decision, I send an email ahead with the topic and a few possible decisions (3 is a good number)
  3. Keep discussions short, if no solution can be found, book another call while talking to my colleagues

My goal with these 15min sessions is to keep in touch and get work done in short bursts. Turns out (based on my experience) that most 1h meetings can be avoided by having short 15min sessions to make decisions. However, sometimes that’s not enough, and we book another session for later that day or the day after.

Have breaks!

One of the hardest lessons for me to learn though, was the need to have breaks. When working remotely, all my colleagues are literally a few keystrokes away. There’s no physical barrier (thought there might be a mental one, more on that later). This means you end up having back-to-back meetings, and not getting up from your seat, which may make you feel productive, but will negatively impact your health and creativity.

In my experience, having a 10-15min break every 2 hours is a good rule of thumb, although sometimes I do get up and walk around more often than that. To keep me active in those breaks I either play a game (I’m a big FIFA fan) or do exercise (I bought rubber bands to do strength when traveling or at home).

I’ve learned that a 10-15 min break will help me be more creative when I get back to the “zone”.

Create a routine

I’ve developed my own routine over time, and I expect you will too. Over time, I learned that sitting down right after breakfast is my best strategy. I have breakfast and get right down to the most important tasks (I keep all my tasks in Evernote. Although I’ve tried other tools, I feel text files are my best tool).

After the first work burst, I’ll walk around, play a game and think of the next tasks.

I usually have meetings only in the afternoon (I’m a morning) person, and in the evening. Between the morning and afternoon slots, I have a longer break, maybe an hour or so.

Because I usually have evening meetings, I break up the afternoon with a walk outside to go shopping or go running.

That’s my routine, but you should think about what works for you. Are you a morning person? Or are you more productive in the afternoon?

Set up a workplace you are proud of (you will be on video often!)

When I started to work remotely, I used whatever space was available at home. That’s great for when you get started, but over time you will feel a bit out of place, or get tired of setting up and tearing down your workspace. Recently I’ve bought a green screen and a good camera to be able to create a space that I’m proud of. In the picture to the right is my “morning” workspace. I feel like I’m in a real office, and so do my colleagues!

If you have a sufficiently powerful computer, ZOOM will handle the lack of green screen, so there’s no need to invest in that. And if you use Skype you can blur the background so that your presence pops-up on video. Pro tip: surprise your colleagues with the “coolest” office you can find online! PS: I use PIXABAY and Google image search to scout the net for office spaces.

Track your work, keep yourself accountable

Over time, I’ve had to learn to be even more organized when working from home than when I had an office to go to. Working from home means that you have less of the implicit signs from people coming to talk to you, or having coffee break chats. #Remote workers are both in charge of their work, but also have less information available to make the right priority calls. Because of that, I’ve started to write down what I want to achieve when I start working. I have a “today’s tasks” note on Evernote, and keep all my work there. I write down everything I need to achieve for that day and will jot down future ideas on a future date.

I start my day by writing down the date and listing the tasks/achievements for the day (see image). During the day that list will change, and I’ll also write down tasks/achievements under future dates.

My system is loosely based on David Allen’s Getting Things Done system. If you don’t have a task management system, start now. Start with pen and paper, and slowly try out and adopt a digital tool.

I might write a longer post about my time-management and work-management system. I’ve developed it over quite a few years and learned what works for me (and what does not).

These were 5 simple tips that I’ve learned work for me. What works for you? What questions do you have? Share your experiences and lessons learned below.

Facilitating #Remote Retrospectives for recently distributed teams

At the time I write this blog post, there’s the #covid19 epidemic going on. What this means in practice is that many of you will have changed recently to work with a #Remote team, so we are putting together a set of resources for all of our listeners jumping, head first, into working with #Remote teams.
In this post, I’m putting together a few ideas and lessons learned on remote retrospectives, and how to get started in your #Remote work journey.

How to facilitate remote #Retrospeectives

We have an episode with Aino Corry on how to facilitate #Remote retrospectives. When it comes to facilitating a remote retrospective, Aino shares these 4 guidelines:
  1. get people to participate actively
  2. get everybody on video (if at all possible)
  3. pace them forward all the time (e.g. using strict timeboxes)
  4. use round-robin (or some other technique) to get everybody to talk
In that podcast episode, we also discuss some anti-patterns to be aware of. Listen to Aino shares her experience on hosting #Remote retrospectives.

If you are looking for a tool to facilitate #Remote retrospectives, you may be interested in checking out these tools, which all have a free plan:

Working with, and facilitating #Remote teams

Johanna Rothman and Mark Kilby share their experience with #Remote teams. The research work they did is available on their recently published book, and we go into the key lessons in this Scrum Master Toolbox episode on #Remote teams.
One of the key differences to co-located teams they highlight is how distributed team members need to develop their “affiliation” to each other and form a team even when they are not meeting each other in the corridor.
Mark shares a few ideas, like setting up a #water-cooler channel in your favorite chat application. My self, I love to have coffee sessions with my colleagues. Set up a calendar invite, make everyone optional, prepare a coffee cup and chat with your colleagues. 

First things first, team agreements

Whatever you do regarding #Remote retrospectives, don’t forget that your situation has just changed. It is time to set up a working agreement for the team that takes into account the fact that you are now distributed (even if you had one before, the situation has changed).
In this blog post on the Management 3.0 website, Lisette Sutherland from Collaboration Superpowers, shares her own approach, and the benefits from a #Remote team working agreement session. The main takeaway is to divide work into 3 areas:
  • Information: What kind of information do you need when working with your team? What needs to be actively shared? What can be passively shared?
  • Communication: What kinds of communication do you need to setup now that you are #Remote?
  • Collaboration: How do you share progress information and offer/request help when needed?
Remember, the team is as much in a new situation as you are. Help them find their new way of working.
Stay healthy, #stayhome (if you can).

What you need to learn about being a Scrum Master, but will never get from a CSM course

No matter how many courses you attend, there are things that, as a Scrum Masters, you only really learn the important lessons on the field. Doing the work.

One of the reasons I don’t think certification courses are enough for Scrum Masters that certifications courses very often focus on the rules and regulations of the job, but not on the problems, the hardships and the obstacles we face, day-in, day-out when we try to do a good work as a Scrum Master.

So, what can we do when courses aren’t enough?

Continue reading What you need to learn about being a Scrum Master, but will never get from a CSM course

Building Skyscrapers and Shattering Dreams in Product Development | Guest post by Rainer Tikk

Rainer Tikk writes this guest blog post about what Product Development looks like from the perspective of a leader of a software organization in a mid-size bank. He’s the Head of Software Development at LHV, an Estonian bank betting on IT as a competitive advantage.

To a non-IT person, developing an IT solution might often seem like a mystical activity that boys with ponytails (and some girls) do in a dark basement somewhere. Moreover, software development, in general, is an expensive activity altogether and often takes more time than it really should. And even if there is money available to pay for the software development, more often than not, it’s almost impossible to find a developer to build the stuff you need.

Continue reading Building Skyscrapers and Shattering Dreams in Product Development | Guest post by Rainer Tikk

Dirk Fabricius: Helping Scrum teams survive micromanagement

Sooner or later, Scrum Masters will face the micro-management anti-pattern. What should Scrum Masters do in that case? In this episode, we talk about the anti-patterns that can emerge in a team that is subject to micro-management and some of the tools that Scrum Masters can use in those situations.

We discuss the Game of Trust (GDoc link) (here’s another Game of Trust you can use) and the Niko Niko Calendar.

Featured book for the Week: Scrum Mastery by Geoff Watts

Geoff Watts has been a past guest of the Scrum Master Toolbox podcast, and is also the author of Scrum Mastery: From Good To Great Servant-Leadership. In that book, Dirk found out about servant leadership and how that could change his approach to the Scrum Master role.

In this segment, we also mention Scrum for the people by Tobias Mayer and Product Mastery by Geoff Watts.

About Dirk Fabricius

Dirk has worked in jobs with IT focus for 20 years. He has had the roles of Project Lead, Developer (Backend), Product Owner and Scrum Master. He’s also been a Teacher in Public Schools for 7 years.

You can link with Dirk Fabricius on LinkedIn.