When Scrum Masters reach a successful state with the team, they will feel confident to skip a few events with the team. That’s a good way to help the team take more ownership of the events, and eventually, take over.
Thomas shares his recipe to “step back” from the work with the team, and let them take over.
Featured Retrospective Format for the Week: Structuring an adaptable retrospective
Thomas asks us to consider the retrospective as an adaptable practice which is flexible to the needs of the team at a certain time. He’s asking us to have a structured approach (a “box”) to which we bring many different exercises and activities to help the team reach their breakthroughs.
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 experiences: 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 Thomas Kofoed
Passionate Agile Coach / Scrum Master. Thomas focuses on engaging people while helping organizations and teams evolve their products guided by the feedback from their customers/users.
Thomas switches between Facilitation Coaching and Teaching (sometimes Mentoring). He’s open about his purpose and that he strives to get his teams to where they don’t need him but might miss him 🙂
When we start out as a Scrum Master we might not yet be able to detect the anti-patterns that may develop in teams. That lack of experience can turn against us. One anti-pattern that emerges over and over again is that of the “hero”. In this episode, we explore what leads people to assume the “hero” role and how that negatively affects the team.
Thomas, a game 3d artist turned Scrum Master, got started in his journey thanks to a mentor who was a Scrum Master in his team. As he started his own journey he fell into the trap of focusing only on questions, which was important, but led teams to dwell on the problem for too long. Invariably the retrospectives turned into a complain fest, and there was little time to focus on solutions. It was then that he learned about “problem-focused” cultures and what to do about it. Listen in to learn how Thomas got his teams from problem-centric to solution-centric.