Aligning teams is not only the challenge we face as Scrum Masters working with remote teams. There’s also the stakeholder side, and aligning stakeholders is even harder than aligning the teams we work with.
We discuss some tactics, as well as a key metric to keep our eye on: “the velocity and quality of decisions that happen around the teams.”
Scrum team consequences due to missing alignment
When teams and stakeholders are not aligned, we can see decisions being delayed, or even ignored. All of this leads to a direct impact on the team’s ability to deliver. Luke shares with us some anti-patterns and some tips he’s collected over the years.
We learn how important it is for Scrum Masters to keep tabs on the communication, and alignment between different departments (not only between teams), and we discuss how sometimes the solution is “more meetings”, leading to the inevitable meeting overload anti-pattern.
We also discuss and describe some of the anti-patterns that emerge when teams and departments lose alignment.
Solving the lack of alignment
When it comes to helping departments and teams get aligned, Luke suggests we try what he calls “sensemaking meetings”. These are meetings that help us find answers to questions and improve shared group understanding of a topic or situation. But there’s another goal for sensemaking meetings: to build the necessary interpersonal networks that are needed to solve future problems.
Solving meeting overload: an experiment
Just like many of us have experienced, Luke also experienced moments when there were too many meetings. In this segment, he suggests we try an experiment he tried before: cancel all meetings for 2 weeks. We discuss why you may want to try that experiment, what were some of the consequences of trying that experiment, and the good things that happened once people started to realize that some meetings were actually useful and necessary.
Dealing with unreasonable expectations
There’s another aspect of remote work that leads to problems at the team level. The fact that work gets hard when remote, and that stakeholders are now more distant from the teams, leads often to unreasonable expectations. These expectations can cause problems at the team level, through high levels of stress, and between teams and stakeholders because of missed expectations. In this segment, we discuss the dynamics that lead to unreasonable expectations and what we can do to help both teams and stakeholders adjust their expectations to the reality of remote work.
About Luke Szyrmer
Luke is the host of the Managing Remote Teams podcast. Luke has managed or participated in fully remote teams for almost a decade. He has lead programs of widely distributed teams. Over the last 9 years, he has lead teams building software, running marketing and sales, and launched a bestselling book. Remotely. In many cases, with people he never met or spoke to in person.
You can also follow Luke’s work at AlignRemotely.com.