When Paula joined this team, she noticed the team was not sharing the good (or bad) things that were happening. We discuss how teams in the new “remote world” become passive and do not follow-up on their agreements, and let things drop because the other person is not there, present by their side. In this segment, we talk about how important it is to work on the relationships between team members as well as between team members and stakeholders, especially in this remote work world!
Featured Book of the Week: The Art of Being Brilliant by Cope and Whittaker
Do you wish you had decades of experience? Learn from the Best Scrum Masters In The World, Today!The Tips from the Trenches – Scrum Master edition audiobook includes hours of audio interviews with SM’s that have decades of experience: from Mike Cohn to Linda Rising, Christopher Avery, and many more. Super-experienced Scrum Masters share their hard-earned lessons with you. Learn those today, make your teams awesome!
About Paula Dunne
Paula is an Agile Coach with experience in large organization Agile adoption as well as in coaching product owners.
Pedro joined a team right at the start of the Corona pandemic, and because of that did not have the opportunity to spend time with the team face to face before the team went full remote. This led to Pedro not being able to create a bond with each team member. Later on, he realized that the team had started to drift apart themselves, and on top of that, Pedro did not have the strong relationships that would allow him to help the team members open up, and share their challenges. Listen in to learn what to take into account when starting as a full remote Scrum Master.
About Pedro Silva
Pedro considers himself a Scrum Master supporting software development teams while keeping his focus on their growth towards the efficient delivery of value, while having a blast.
This is the story of a team that, even if they had a long history of working together, was faced with a new reality: remote work! During the pandemic years, many teams had to change from co-located work to remote work, and that change had big impacts on their work, and relationships. We discuss the lessons learned by Franny about teams that made that transition, and what is usually missing that leads to problems!
Featured Book of the Week: The Five Dysfunctions Of A Team by Lencioni
In The Five Dysfunctions Of A Team by Lencioni, Franny found a reminder that conflict is a necessary, and – if managed correctly – productive part of the team’s development. We discuss how everyone in the team has a different relationship with conflict, and why Scrum Masters should take that into account when observing, and intervening in team conflicts.
How can Angela (the Agile Coach) quickly build healthy relationships with the teams she’s supposed to help? What were the steps she followed to help the Breeze App team fight off the competition? Find out how Angela helped Naomi and the team go from “behind” to being ahead of Intuition Bank, by focusing on the people!Download the first 4 chapters of the BOOK for FREE while it is in Beta!
About Franziska Moenster
Franny (short for Franziska) loves seeing the power of building strong performing teams that build products in a customer centric way. She’s been working as a Scrum Master/Agile Coach for over 5 years. Profiting from her hands-on experience on scaling agile across teams and her joy of trying out new things she is always inspecting and adapting on an organizational level as well! On a personal note, she has recently moved to Tenerife to follow her passion of freediving.
Dana Pylayeva, will host the coaching track at the summit, where we explore some of the hard lessons we need to be aware of when adopting coaching in our practice
Ayodeji Ishola, hosts a track on the state of Agile in the African continent, and will be showcasing talks that address the cultural specific aspects of Agile in Africa
Mariana Trigo, will have 6 sessions on career advice for Scrum Masters and hiring advice for those hiring Scrum Masters. She’ll have a special focus on how you can get into the Scrum Master role even if you don’t have a tech background.
Yves Hanoulle, the co-author of the Tips from The trenches audiobook, hosts a track on Hybrid work, very topical now that we have our teams remote most of the time
Martin von Weissenberg, will share patterns of scaled agile. Not the frameworks we always hear about, but rather practical, down-to-earth advice for specific needs when we scale agile
Accepting and learning to deal with Social Complexity in Agile adoption
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.