In the previous episode, we shared tips on how to help teams self-organize and how to work with, and change the culture in organizations.
In this episode, we talk about the transformation we need to go through as Scrum Masters after obtaining the basic training. How the training we have is necessary, but not sufficientto face the challenges that we need to face in our roles. We start this episode talking about the need to reflect on our own journey, and Marc shares with us a guide to self-reflection which you can download here.
Scrum Master training is necessary, but not sufficient to deal with the challenges Scrum Masters must face
— Scrum Master Journey, Marc Löffler
The most important part of your success as a Scrum Masters
This is episode 1 of a series of episodes dedicated to the content, and the steps of the Scrum Master Journey, a program hosted by our guest: Marc Löffler.
The Scrum Master Journey (SMJ) is a program designed to help you succeed as Scrum Master. Marc joins us to explain what that SMJ program includes, and share some first-hand stories of how this program has already helped many Scrum Masters in practice.
We start this episode by reflecting on the observation that the Scrum Master role has become a profession, with specific training needs, as well as a specific type of tasks that come with it. These tasks, and responsibilities are different from many other roles in the product development space, and therefore require a specific journey of learning and practicing. A Scrum Master Journey!
Marc has written several books on the Scrum Master role, and he is also the host of a Scrum Master focused program, that cuts through the weeds of the many different things a Scrum Master must learn and helps us go through a journey designed to get us ready for the challenges ahead.
The chaos of new ideas that Scrum Masters must understand and apply
“My Scrum is failing!” is a commonly heard comment. “Agile isn’t working for us” or the common “we do Scrum, but … [add your favourite anti-pattern]” are just symptoms that the teams are struggling with Agile adoption. In the other end of the spectrum, we have teams that are highly effective. They deliver valuable functionality to the market every sprint, and sometimes even several times per sprint. These teams seem to have found a “groove” where collaboration is natural, they are motivated, and the results speak for themselves. We call these high-performing teams. Teams that spend more time delivering value than “struggling” with their agile adoption.
Where is your team in this continuum? And it is a continuum. There are many shades of grey on this scale from “my scrum is failing” to “we lover our job, and our customers love us”.
How do we bridge that gap? How do we help people go from scrum-but to “yeah! we did it!? Read on for more…