collaboration Archives - Scrum Master Toolbox Podcast

Alf Dobbert-Baums: The Team That Decided Sprint Goals Were Optional

“Everything was a golden route. It was kind of like a little feature factory.” – Alf Dobbert-Baums

Alf coached three teams. None of them cared about THE sprint goal. Most sprints had five or six “goals” — which is to say, none. The Product Owner was a proxy PO, no authority to say no, so anything that landed in the inbox got pulled into the sprint. The team had several applications to support on top of feature work. Missing a sprint goal had no consequences, so the question stopped being asked. When Alf pushed for a single, focused goal — concrete or abstract, didn’t matter — the team would shrug and add three more stories to the cluster.

Asked which item mattered most, they answered: “all of them.” Alf names the dynamic precisely: short-term personal urgency replaced the team goal, and “all of them” became the death of focus. The cost wasn’t just the missed goals — it was the missed collaboration. With a sprint goal, the team works together on one thing. Without one, they cooperate on parallel tracks and call it a sprint. There’s a difference. Sprint goals create focus, predictability, and the rare feeling of finishing something together.

In this segment, we talk about the difference between cooperation and collaboration and why sprint goals are the lever that turns one into the other.

Self-reflection Question: If you asked your team this sprint “what’s the most important thing we’ll finish?” — and they answered “all of them” — what would you do next?

Featured Book of the Week: Humble Consulting by Edgar Schein and Don’t Just Do Something, Stand There by Marvin R. Weisbord

Alf gives two recommendations. The first is Humble Consulting by Edgar Schein — “It teaches you that you don’t know anything, and even if you ask, you still will not fully understand what the other person is in… But the good thing is that when you ask questions, it might help the other person to get on a different track.” The second is Don’t Just Do Something, Stand There by Marvin R. Weisbord. Alf tells a story to explain why it matters: he prepared a polished 90-minute workshop. Within 5 minutes of starting, the team’s real topic surfaced — and it had nothing to do with his agenda. His head screamed “no, my workshop!” but the book gave him permission to ditch the plan, name what he was seeing, and let the team choose. They chose the new topic. He moderated. It became one of the most important sessions he ever ran. The lesson: don’t just do something — stand there, and let what’s really happening become visible.

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About Alf Dobbert-Baums

Alf lives in Berlin. He studied Theater/Religion at the Freie University Berlin. He is a Systemic Organizational Consultant, a Scrum Master and Agile Coach. He has also been a freelancer for Usability and Requirements Engineering for car manufacturers. At “Verti” he led the agile transformation.

You can link with Alf Dobbert-Baums on LinkedIn.

Aliu Adewale: The Counterintuitive Fix—How Collapsing the Jira Board Sparked Collaboration

“Collaboration is the foundation of a successful Scrum team.” – Aliu Adewale

Aliu walked into a team where the daily standup was theater. Developers delivered their tickets and forgot about them. QA picked up “their” column. Front-end, back-end, senior architect, junior developer—everyone was a champion of their own silo.

Nobody engaged during refinement. Nobody called anything out. The board had close to ten columns, one per specialty, and it was working exactly as designed: as a handoff system. Aliu’s diagnosis is sharp—the foundation of the team’s problem wasn’t the people; it was the tool. The Jira board was visualizing silos and the team was living up to it.

The fix was counterintuitive: he collapsed the board from nine columns to three—To Do, In Progress, Done. Once “In Progress” was the only place where work lived, nobody could hide. A QA needing to know when a ticket would be ready had to talk to the developer.

A stakeholder asking for status meant everyone on the ticket had to communicate. The team had no choice but to collaborate. As Vasco frames it in the episode: by creating the smaller problem of “hiding status,” Aliu solved the bigger problem of “no collaboration.” Sometimes you have to make things a little worse so they can get much better.

In this segment, we refer to the Agile value individuals and interactions over processes and tools, and to the recognition that the tools we choose shape the behaviors we get.

Self-reflection Question: Is your Jira board designed to enable collaboration, or to enable handoffs?

Featured Book of the Week: Surrounded by Idiots by Thomas Erikson

For Aliu, the book that most inspired him as a Scrum Master is Surrounded by Idiots by Thomas Erikson—a book he discovered through a recommendation on this very podcast. The provocative title pulled him in; the content gave him something he could use every day.

As a Scrum Master, you work with people from different backgrounds, different communication styles, different ways of seeing the world. The book maps four personality patterns and, as Aliu puts it, “it might not be a hundred over a hundred, but at least ninety over a hundred about personality and human relation.”

For someone already working on his emotional intelligence, it became a tool for understanding why a message that landed clearly with one team member completely missed another—and what to do about it.

Transform Your Agile Teams with Hard-Earned Lessons from Super-Experienced Scrum Masters

About Aliu Adewale

Aliu is an Agile Delivery Lead with over 10 years of experience empowering teams to unlock their potential and deliver meaningful value. As an author, Aliu simplifies Agile principles through real-life experiences, providing practical insights for professionals to apply Agile methodologies effectively in work and everyday life.

You can link with Aliu Adewale on LinkedIn.

You can also find Aliu and his book on agileinplainsight.com.

BONUS: The Communication Tax — Why Your Team Collaborates Too Much and What to Cut First

In this BONUS episode, Roman Nikolaev challenges one of the most deeply held beliefs in the agile world: that more collaboration is always better. As Head of Technology at Cambri, Roman has watched teams burn their best hours in meetings and hand offs that create the feeling of productivity without the outcomes. He shares practical tools — from the vacation test to RFC processes — that help teams find the minimum viable level of collaboration.

From Senior Engineer to Accidental Manager

“I kind of accidentally ended up in management. I didn’t want to lead anyone, I wanted to be just a senior engineer doing my stuff. But somehow, four months in the job, I was already leading a team, and then one year after, I was head of technology.”

Roman’s career in engineering goes back to the early 2000s. When he changed jobs during COVID, he specifically didn’t want a management role — he wanted to code. But within months he was leading a team, and within a year he was running the entire technical organization at Cambri.

That unexpected shift from hands-on engineering to leading teams gave him a front-row seat to how collaboration actually works — and how often it doesn’t. What he noticed was that the most important differentiator for technical teams isn’t technical knowledge — it’s communication, and the tax you pay when communication goes wrong.

The Communication Tax Is Real

“The communication tax is real. The less we need to pay for communication, the more we can concentrate and own things end to end.” Continue reading BONUS: The Communication Tax — Why Your Team Collaborates Too Much and What to Cut First

Maria Skvortsova: Breaking the Factory Mindset — When a 17-Person Scrum Team Treats Development Like an Assembly Line

“They wait for the story to be pushed to them, then they hand it to QAs and say ‘it’s not my business anymore.’ We have not a Scrum team, but a factory.” — Maria Skvortsova

Maria’s current challenge is one that many Scrum Masters will recognize: a large distributed team — 17 people, cameras always off, only four months together — that operates like a factory instead of a collaborative unit. In refinement sessions, only the Tech Lead, BAs, and QA speak. Everyone else stays silent.

When the sprint starts, developers wait for the Tech Lead to assign stories, work on them in isolation, then toss them over the wall to QA with a “not my problem” attitude. Maria and Vasco explored this challenge through a coaching conversation, identifying information loss as the core issue. Every handoff between developer and tester destroys knowledge and slows the process.

Maria had already introduced desk testing — pairing a developer with a QA before deployment to walk through the code on the developer’s machine. It worked well in previous teams, but this team keeps forgetting, and in a recent retrospective they even proposed creating a “handover to QA” subtask — the exact opposite of what Maria is trying to build.

The experiment that emerged: find a few early adopters willing to try a deeper collaboration model where developers participate in testing and testers participate in design — starting small, measuring what changes, and letting results speak louder than process mandates.

Self-reflection Question: Where are the biggest information loss points in your team’s development process, and what experiment could you run this sprint to reduce them?

Transform Your Agile Teams with Hard-Earned Lessons from Super-Experienced Scrum Masters

About Maria Skvortsova

Maria is a Delivery Manager and Agile Coach who thrives in complexity, bringing clarity to chaotic environments. With a decade in C++ development and a background in professional opera, she blends technical precision with human empathy, helping enterprise teams move beyond task execution to collaborate seamlessly and perform like a synchronized, high-impact orchestra.

You can link with Maria Skvortsova on LinkedIn.

Efe Gümüs: When Daily Stand-ups Become Status Updates — The Warning Signs of a Team Falling Apart

“When people start creating their own bubble inside the team, it’s because they either don’t feel safe, or they don’t feel relevant to what the rest of the team is doing.” – Efe Gümüs

Efe shares the story of an integration team — back-end and front-end developers working across legacy components, a monolithic environment, and a microservices transformation all at once. With so many different workstreams, team members ended up with their own individual projects.

The daily stand-up became a status update: people shared what they were doing, but nobody was listening because nobody else’s work affected them. The daily grew from 15 minutes to 30, sometimes an hour, morphing into an unplanned refinement session.

Participation dropped — some stopped showing up, others attended but went silent. The team that had once been interactive and collaborative splintered into silos. Informal conversations disappeared entirely, and that was when Efe knew it was too late to make small fixes.

Without trust, without a common goal, they were no longer a team — just a group of people sitting together. Then COVID hit, and remote work removed the last chance for accidental collaboration. The daily meeting, Efe realized, is your best radar for team health: pay attention to the energy, the interaction, the engagement — and you’ll see the deeper dynamics before they become irreversible.

Self-reflection Question: How engaged is your team during the daily stand-up right now — and does the level of interaction tell you something about how connected they feel to each other’s work?

Featured Book of the Week: Psycho-Cybernetics by Maxwell Maltz

“The book is all about building success mechanisms inside your own mind. If you can set your life goal, then it’s way easier for you to set your career goal, your team goal, your sprint goal.” – Efe Gümüs

Efe’s most influential book isn’t about Agile at all — it’s Psycho-Cybernetics by Maxwell Maltz, a psychology book about building success mechanisms in your mind. Recommended by a fellow agile coach, the book helped Efe see the parallels between personal goal-setting and the iterative progress at the heart of Scrum. When you feel lost or stagnating, the exercises in the book help you create small pieces of progress — not quick wins, but genuine forward movement that builds momentum. Efe connects this directly to Agile: every event, every sprint, every review is a small achievement toward the next one. If you can set a clear life goal, setting a sprint goal becomes natural. The clarity of purpose unlocks action — and that’s as true for individuals as it is for teams.

Transform Your Agile Teams with Hard-Earned Lessons from Super-Experienced Scrum Masters

About Efe Gümüs

Efe is an out-of-the-box Agile Coach and Scrum Master who brings fresh perspectives to Agile by connecting it with everyday life. He uses metaphors to reveal mindset patterns and applies continuous feedback loops beyond work, including music production and gym training, constantly refining performance, creativity, and personal growth and resilience.

You can link with Efe Gümüs on LinkedIn.