“If your people feel safe and comfortable in the environment you built, then you succeed. If not, that’s something you should change in your ways of working.” — Maria Skvortsova
For Maria, success as a Scrum Master has nothing to do with green reports or velocity charts. She’s seen green dashboards masking miserable teams and sky-high velocity hiding terrible quality. Instead, her definition of success centers on one thing: can a developer honestly tell the product owner that a story isn’t ready — and not be punished for it? That’s psychological safety in action.
Maria measures this through healthy conflict — the team’s ability to disagree constructively, to challenge each other without fear. She uses the Vacation, Shopper, Prisoner, Explorer retrospective as a gauge: are people showing up as engaged shoppers and explorers, or as reluctant prisoners?
She also emphasizes a practice that many Scrum Masters overlook — having regular one-on-ones with every team member. Not just for task alignment, but to understand their cultural background and personal context. Maria works with people from many different cultures and has learned that what feels like disengagement in one culture might be deep respect in another.
Her tip: before assuming you understand someone’s behavior, invest in learning where they come from. The cultural awareness you build through those conversations will make you a better Scrum Master than any framework ever could.
Self-reflection Question: How do you know whether the people on your team feel safe enough to say “no” or “this isn’t ready”? When was the last time you checked?
Featured Retrospective Format for the Week: Stinky Fish
Maria’s favorite retrospective format is the Stinky Fish. The metaphor is simple and vivid: a stinky fish represents the things a team is trying to hide, the elephants in the room that everyone avoids. The longer you hide the fish, the worse it stinks. The exercise asks team members to put their “stinky fish” on the table and admit that something smells.
Maria doesn’t use this format every sprint — she saves it for when she senses there’s something the team is avoiding. She also structures all her retrospectives using the Derby-Larsen model: opening, objective data (burn-downs, defect counts), subjective data, insights, decisions, and closing with a ROTI (Return on Time Invested) vote. For large teams, she uses breakout rooms in pairs — because when you’re in a pair, it’s impossible not to talk. She also uses Mentimeter for interactive slides, letting people grab their phones, relax, and contribute without the pressure of speaking up in front of 17 people.
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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.
