For years I’ve been asking and coaching Scrum Masters to partner with the managers/leaders of their team members. To sit down with them periodically, weekly perhaps, and over coffee, to discuss their teams. For example—
Sharing stories of success for their reports
Sharing the challenges (delivery, mindset, performance, etc.)
Sharing the team’s vision, goals, impediments, etc.
Discussing alignment with organizational goals
Asking for help or looking for guidance
All with an eye towards giving each manager a window into the dynamics of the team and how their direct reports are “doing”.
But this isn’t a performance report or a status report. It’s a partnership, as the manager and Scrum Master are in a unique collaborative relationship to build the overall maturity and performance of the overall team AND each individual.
And the discussions should be focused on continuous improvement and actions the manager can take to coach each individual. Which is, in fact, their job.
A BIG Misunderstanding
I believe there’s a big misunderstanding in agile contexts, particularly with Scrum, on the part of many, many leaders. They think that the Scrum Master is the sole coach of their team members. Sure, the leaders may have a regular one-on-one scheduled, but they’re not actively coaching their direct reports on “agile stuff” like skills, mindset, team collaboration, following the rules, continuous improvement, empowerment, trust, etc.
They leave that to the Scrum Masters to do.
BIG Mistake!
I’ve found that one of the keys to achieving a high-performance organization is individual leadership engagement with each team member and actively coaching their behaviors in the one-on-one. And, of course, this means that the leaders are engaged in team events and activities so that they have a sense of each employee’s journey and needs for coaching.
What does that One-on-One look like?
I can hear this question on everyone’s mind. First, I don’t think there’s an overall agenda or recipe. I’d say let each person drive the agenda. I prefer a 70:30 ratio in taking vs. listening. That is, talk for no more than 30% of the time, asking solid questions, staying curious, and largely exploring.
Well, first let’s explore what it’s not—
It’s not a status meeting or update
It’s not FOR the leader
It’s not for telling them what to do
It’s not about the leader’s agenda
Instead, it’s about—
Building a unique understanding and relationship with each of your folks;
Sharing your vision for the future and aligning your folks with it;
Sharing expectations (mission, vision, goal-setting); sharing stories to illustrate your point;
Being a clear communicator and providing Radical Candor (first showing that you can receive it). No management speak or obfuscation here!
Providing mentoring and coaching; shepherding each individual thru the change challenges in helping them to grow.
Wrapping Up
I can’t emphasize enough how important it is for leaders & managers to take a proactive stance when it comes to situational, individualized coaching with their team members. And working on this in partnership with their Scrum Masters.
When you get this balance right, magic happens within your agile teams. Pure magic.
Stay agile my friends,
Bob.