Be a kind scrum master

It is hard to talk about being an agile coach or scrum master.  It is both an art and a science.  The science understands computer programming and technical systems.  The art is listening to others and coaching them to address their challenges.  The profession is easy to learn, and it is a hard one to master.   Many of the aspects of being a good coach or scrum master appear to be expressive skills, and that is because the difference between a good and great scrum master and coach is those skills.

When I became a scrum master, I thought I understood the skillsand would become a raging success. My first few sprints squashed those delusions. Teams have conflict, they confront deadline pressure, and individuals inside the group have messy emotional lives. It is up to a scrum master to deal with all of these issues and more. In the words of Kim Scott, “It is management, and it is your job.”

It is a job that requires listening and empathy.  It means not only talking about agile but living the values of agile daily.  It is about courageousness when you are tired or scared.  It is about being focused when you are in your worst moments.  You respect others and their different perspectives when you want to tell them to take a flying leap — openness to the secrets and vulnerability of others and to try out new ideas.  Finally, a good coach or scrum master must commit to the shipping product and the people doing the work.  The values are hard to achieve, making them more necessary for the performance of each team.

The business world has plenty of damaged, neurotic, and mean people.  These individuals were not born that way; the dysfunctional cultures of many businesses created them. Companies promote the mean because they appear to get work done.  Years of unrealistic deadline pressure, lean budgets, and lack of advancement opportunities created the neurotic.  For the agile community, this is what we face.

To counter the sickness in the corporate office, the agile coach or scrum master walks a lonely road.  It is choosing to be kind over being snarky.  When they see exploitation, a coach needs to point it out.  Finally, it is doing the right thing when others are not watching.  It was not easy, which is why so few people are good at it.

If you are looking for an opportunity to create “healthy ownership” in an organization, a scrum master or agile coach needs to practice the values of the scrum; they need to listen, show empathy, practice kindness, and do the right thing.  I continue to walk this path and hope you will join me.

Until next time.