Episodios

  • The Day I Discovered I Was a Scrum Project Manager, Not a Scrum Master | Karim Harbott

    The Day I Discovered I Was a Scrum Project Manager, Not a Scrum Master | Karim Harbott
    Nov 3 2025
    Karim Harbott: The Day I Discovered I Was a Scrum Project Manager, Not a Scrum Master

    Read the full Show Notes and search through the world's largest audio library on Agile and Scrum directly on the Scrum Master Toolbox Podcast website: http://bit.ly/SMTP_ShowNotes.

    "I was telling the team what to do, instead of helping the team to be better on their own. There's a lot more to being a Scrum Master than Agile—working with people is such a different skillset." - Karim Harbott

    Karim thought he had mastered Scrum. He had read the books, understood the framework, and was getting things done. His team seemed to be moving forward smoothly—until he stepped away for a few weeks.

    But, when he returned, everything had fallen apart. The team couldn't function without him constantly directing their work. That's when Karim realized he had fallen into one of the most common anti-patterns in Agile: the Scrum Project Manager.

    Instead of enabling his team to be more effective, he had become their bottleneck. Every decision flowed through him, every task needed his approval, and the team had learned to wait for his direction rather than taking ownership themselves. The wake-up call was brutal but necessary.

    Karim discovered that pushing project management responsibilities to the people doing the work—as David Marquet advocates—was far more powerful than being the hero who solves all problems. The real skill wasn't in telling people what to do; it was in creating an environment where they could figure it out themselves. Geoff Watts calls this servant leadership, and Karim learned it the hard way: a great Scrum Master makes themselves progressively less necessary, not more indispensable.

    Self-reflection Question: Are you enabling your team to be more effective, or have you become the person they can't function without?

    [The Scrum Master Toolbox Podcast Recommends]

    🔥In the ruthless world of fintech, success isn't just about innovation—it's about coaching!🔥

    Angela thought she was just there to coach a team. But now, she's caught in the middle of a corporate espionage drama that could make or break the future of digital banking. Can she help the team regain their mojo and outwit their rivals, or will the competition crush their ambitions? As alliances shift and the pressure builds, one thing becomes clear: this isn't just about the product—it's about the people.

    🚨 Will Angela's coaching be enough? Find out in Shift: From Product to People—the gripping story of high-stakes innovation and corporate intrigue.

    Buy Now on Amazon

    [The Scrum Master Toolbox Podcast Recommends]

    About Karim Harbott

    Karim is a consultant, trainer, and non-executive director. He bridges the gap between strategy, business agility, digital transformation, innovation, AI, and board governance. He is a Certified Scrum Trainer, and is the author of The 6 Enablers of Business Agility.

    You can link with Karim Harbott on LinkedIn.
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    16 m
  • Organizations as Ecosystems — Understanding Complexity, Innovation, and the Three-Body Problem at Work With Simon Holzapfel

    Organizations as Ecosystems — Understanding Complexity, Innovation, and the Three-Body Problem at Work With Simon Holzapfel
    Nov 1 2025
    BONUS: Organizations as Ecosystems — Understanding Complexity, Innovation, and the Three-Body Problem at Work In this fascinating conversation about complex adaptive systems, Simon Holzapfel helps us understand why traditional planning and control methods fail in knowledge work — and what we can do instead. Understanding Ecosystems vs. Systems "Complex adaptive systems are complex in nature and adaptive in that they evolve over time. That's different from a static system." — Simon Holzapfel Simon introduces the crucial distinction between mechanical systems and ecosystems. While mechanical systems are predictable and static, ecosystems — like teams and organizations — are complex, adaptive, and constantly evolving. The key difference lies in the interactions among team members, which create emergent properties that cannot be predicted by analyzing individuals separately. Managers often fall into the trap of focusing on individuals rather than the interactions between them, missing where the real magic happens. This is why understanding your organization as an ecosystem, not a machine, fundamentally changes how you lead. In this segment, we refer to the Stella systems modeling application. The Journey from Planning to Emergence "I used to come into class with a lesson plan — doop, doop, doop, minute by minute agenda. And then what I realized is that I would just completely squash those questions that would often emerge from the class." — Simon Holzapfel Simon shares his transformation from rigid classroom planning to embracing emergence. As a history and economics teacher for 10 years, he learned that over-planning kills the spontaneous insights that make learning powerful. The same principle applies to leadership: planning is essential, but over-planning wastes time and prevents novelty from emerging. The key is separating strategic planning (the "where" and "why") from tactical execution (the "how"), letting teams make local decisions while leaders focus on alignment with the bigger picture. "Innovation Arrives Stochastically" "Simply by noticing the locations where you've had your best ideas, we notice the stochasticness of arrival. Might be the shower, might be on a bike ride, might be sitting in traffic, might be at your desk — but often not." — Simon Holzapfel Simon unpacks the concept of stochastic emergence — the idea that innovation cannot be scheduled or predicted in advance. Stochastic means something is predictable over large datasets but not in any given moment. You know you'll have ideas if you give yourself time and space, but you can't predict when or where they'll arrive. This has profound implications for managers who try to control when and how innovation happens. Knowledge work is about creating things that haven't existed before, so emergence is what we rely on. Try to squash it with too much control, and it simply won't happen. In this segment, we refer to the Systems Innovation YouTube channel. The Three-Body Problem: A Metaphor for Teams "When you have three nonlinear functions working at the same time within a system, you have almost no ability to predict its future state beyond just some of the shortest time series data." — Simon Holzapfel Simon uses the three-body problem from physics as a powerful metaphor for organizational complexity. In physics, when you have three bodies (like planets) influencing each other, prediction becomes nearly impossible. The same is true in business — think of R&D, manufacturing, and sales as three interacting forces. The lesson: don't think you can master this complexity. Work with it. Understand it's a system. Most variability comes from the system itself, not from any individual person. This allows us to depersonalize problems — people aren't good or bad, systems can be improved. When teams understand this, they can relax and stop treating every unpredictable moment as an emergency. Coaching Leaders to Embrace Uncertainty "I'll start by trying to read their comfort level. I'll ask about their favorite teachers, their most hated teachers, and I'll really try to bring them back to moments in time that were pivotal in their own development." — Simon Holzapfel How do you help analytical, control-oriented leaders embrace complexity and emergence? Simon's approach is to build rapport first, then gently introduce concepts based on each leader's background. For technical people who prefer math, he'll discuss narrow tail distributions and fat tails. For humanities-oriented leaders, he uses narrative and storytelling. The goal is to get leaders to open up to possibilities without feeling diminished. He might suggest small experiments: "Hold your tongue once in a meeting" or "Ask questions instead of making statements." These incremental changes help managers realize they don't have to be superhuman problem-solvers who control everything. Giving the Board a Number: The Paradox of Prediction...
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    41 m
  • From Missing in Action to Present and Collaborative—The Product Owner Spectrum | Darryl Wright

    From Missing in Action to Present and Collaborative—The Product Owner Spectrum | Darryl Wright
    Oct 31 2025
    Darryl Wright: The PONO—Product Owners in Name Only and How They Destroy Teams Read the full Show Notes and search through the world's largest audio library on Agile and Scrum directly on the Scrum Master Toolbox Podcast website: http://bit.ly/SMTP_ShowNotes. The Great Product Owner: Collaborative, Present, and Clear in Vision "She was collaborative, and that meant that she was present—the opposite of the MIA product owner. She came, and she sat with the team, and she worked with them side by side. Even when she was working on something different, she'd be there, she'd be available." - Darryl Wright Darryl shares an unusual story about one of the best Product Owners he's ever encountered—someone who had never even heard of Agile before taking the role. Working for a large consulting company with 170,000 staff worldwide, they faced a difficult project that nobody wanted to do. Darryl suggested running it as an Agile project, but the entire team had zero Agile experience. The only person who'd heard of Agile was a new graduate who'd studied it for one week at university—he became the Scrum Master. The executive sponsor, with her business acumen and stakeholder management skills, became the Product Owner despite having no idea what that meant. The results were extraordinary: an 18-month project completed in just over 7 months, and when asked about the experience, the team's highest feedback was how much fun they had working on what was supposed to be an awful, difficult project. Darryl attributes this success to mindset—the team was open and willing to try something new. The Product Owner brought critical skills to the role even without technical Agile knowledge: She was collaborative and present, sitting with the team and remaining available. She was decisive, making prioritization calls clearly so nobody was ever confused about priorities. She had excellent communication skills, articulating the vision with clarity that inspired the team. Her stakeholder management capabilities kept external pressures managed appropriately. And her business acumen meant she instantly understood conversations about value, time to market, and customer impact. Without formal training, she became an amazing Product Owner simply by being open, willing, and committed. As Darryl reflects, going from never having heard of the role to being an inspiring Product Owner in 7 months was incredible—one of the most successful projects and teams he's ever worked with. Self-reflection Question: If you had to choose between a Product Owner with deep Agile certification and no business skills, or one with strong business acumen and willingness to learn—which would serve your team better? The Bad Product Owner: The PONO—Product Owner in Name Only "The team never saw the PO until the showcase. And so, the team would come along with work that they deemed was finished, and the product owner had not seen it before because he wasn't around. So he would be seeing it for the first time in the showcase, and he would then accept or reject the work in the showcase, in front of other stakeholders." - Darryl Wright The most destructive anti-pattern Darryl has witnessed was the MIA—Missing in Action—Product Owner, someone who was a Product Owner in Name Only (PONO). This senior business person was too busy to spend time with the team, only appearing at the sprint showcase. The damage this created was systematic and crushing. The team would build work without Product Owner engagement, then present it in the showcase looking to be proud of their accomplishment. The PO, seeing it for the first time, would accept or reject the work in front of stakeholders. When he rejected it, the team was crushed, deflated, demoralized, and made to look like fools in front of senior leaders—essentially thrown under the bus. This pattern violates multiple principles of Agile teamwork. First, there's no feedback loop during the sprint, so the team works blind, hoping they're building the right thing. Second, the showcase becomes a validation ceremony rather than a collaborative feedback session, creating a dynamic of subservience rather than curiosity. The team seeks approval instead of engaging as explorers discovering what delivers customer value together. Third, the PO positions themselves as judge rather than coach—extracting themselves from responsibility for what's delivered while placing all blame on the team. As Deming's quote reminds us, "A leader is a coach, not a judge." When the PO takes the judge role, they're betraying fundamental Agile values. The responsibility for what the team delivers belongs strictly to the Product Owner; the team owns how it's delivered. When Darryl encounters this situation as a Scrum Master, he lobbies intensely with the PO: "Even if you can't spare any other time for the entire sprint, give us just one hour the night before the showcase." That single hour lets the ...
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    15 m
  • Beyond Vanity Metrics—Defining Real Success for Scrum Masters | Darryl Wright

    Beyond Vanity Metrics—Defining Real Success for Scrum Masters | Darryl Wright
    Oct 30 2025
    Darryl Wright: The Retrospective Formats That Actually Generate Change Read the full Show Notes and search through the world's largest audio library on Agile and Scrum directly on the Scrum Master Toolbox Podcast website: http://bit.ly/SMTP_ShowNotes. "My success is, how much have I helped the team achieve what they want? If what they want is to uplift quality, or to reduce their time to market, well then, my success is helping them achieve that." - Darryl Wright When Darryl enters a new organization, he's often told his success will be measured by percentage of Agile adoption or team maturity assessment scores. His response is direct: those are vanity metrics that show something for its own sake, not real success. True success requires multiple measures, carefully balanced to prevent gaming and to capture both the human and business dimensions of work. Darryl advocates balancing quantitative metrics like lead time and flow efficiency with qualitative measures like employee happiness and team self-assessment of productivity. He balances business outcomes like customer satisfaction and revenue with humanity metrics that track the team's journey toward high performance. Most importantly, Darryl believes his success metrics should be co-created with the team. If he's there to help the team, then success must be defined by how much he's helped them achieve what they want—not what he wants. When stakeholders fixate on output metrics like "more story points," Darryl uses a coaching approach to shift the conversation toward outcomes and value. "Would you be happy if your team checked off more boxes, but your customers were less happy?" he asks. This opens space for exploring what they really want to achieve and why it matters. The key is translating outputs into impacts, helping people articulate the business value or customer experience improvement they're actually seeking. As detailed in Better Value, Sooner, Safer, Happier by Jonathan Smart, comprehensive dashboards can track value across multiple domains simultaneously—balancing speed with quality, business success with humanity, quantitative data with qualitative experience. When done well, Agile teams can be highly productive, highly successful, and have high morale at the same time. We don't have to sacrifice one for the other—we can have both. Self-reflection Question: If your team could only track two metrics for the next sprint, what would they choose? What would you choose? And more importantly, whose choice should drive the selection? Featured Retrospective Format for the Week: The 4 L's and Three Little Pigs Darryl offers two favorites, tailored to different contexts. For learning environments, he loves the 4 L's retrospective: Liked, Learned, Lacked, and Longed For. This format creates space for teams to reflect on their learning journey, surfacing insights about what worked, what was missing, and what they aspire to moving forward. For operational environments, he recommends the Three Little Pigs retrospective, which brilliantly surfaces team strengths and weaknesses through a playful metaphor. The House of Straw represents things the team is weak at—nothing stands up, everything falls over. The House of Sticks is things they've put structure around, but it doesn't really work. The House of Bricks represents what they're solid on, what they can count on every time. Then comes the most important part: identifying the Big Bad Wolf—the scary thing, the elephant in the room that nobody wants to talk about but everyone knows is there. This format creates psychological safety to discuss the undiscussable. Darryl emphasizes two critical success factors for retrospectives: First, vary your formats. Teams that hear the same questions sprint after sprint will disengage, asking "why are you asking me again?" Different questions provide different lenses, generating fresh insights. Second, ensure actions come out of every retro. Nothing kills engagement faster than suggestions disappearing into the void. When people see their ideas lead to real changes, they'll eagerly return to the next retrospective. And don't forget to know your team—if they're sports fans, use sports retros; if they're scientists, use space exploration themes. Just don't make the mistake of running a "sailboat retro" with retiring mainframe engineers who'll ask if you think they're kindergarten children. For more retrospective formats, check out Retromat. [The Scrum Master Toolbox Podcast Recommends] 🔥In the ruthless world of fintech, success isn't just about innovation—it's about coaching!🔥 Angela thought she was just there to coach a team. But now, she's caught in the middle of a corporate espionage drama that could make or break the future of digital banking. Can she help the team regain their mojo and outwit their rivals, or will the competition crush their ambitions? As alliances shift and the pressure builds, one ...
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    16 m
  • Why AI Adoption Will Fail Just Like Agile Did—Unless We Change | Darryl Wright

    Why AI Adoption Will Fail Just Like Agile Did—Unless We Change | Darryl Wright
    Oct 29 2025
    Darryl Wright: Why AI Adoption Will Fail Just Like Agile Did—Unless We Change

    Read the full Show Notes and search through the world's largest audio library on Agile and Scrum directly on the Scrum Master Toolbox Podcast website: http://bit.ly/SMTP_ShowNotes.

    "People are looking to AI to solve their problems, and they're doing it in the same way that they previously looked to Agile to solve their problems for them. The problem with that is, of course, that Agile doesn't solve problems for you. What it does is it shines a light on where your problems are." - Darryl Wright

    The world has gone AI crazy, and Darryl sees history repeating itself in troubling ways. Organizations are rushing to adopt AI with the same magical thinking they once applied to Agile—believing that simply implementing the tool will solve their fundamental problems. But just as Agile reveals problems rather than solving them, AI will do the same. Worse, AI threatens to accelerate existing problems: if you have too many things moving at once, AI won't fix that, it will amplify the chaos. If you automate a bad process, you've simply locked in badness at higher speed.

    As Darryl points out, when organizations don't understand that AI requires them to still do the hard work of problem-solving, they're setting themselves up for disillusionment, and in five or twenty years, we'll hear "AI is dead" just like we now hear "Agile is dead." The challenge for Scrum Masters and Agile coaches is profound: how do you help people with something they don't know they need? The answer lies in returning to first principles. Before adopting any tool—whether Agile or AI—organizations must clearly define the problem they're trying to solve.

    As Einstein reportedly said, "If I had an hour to solve a problem, I'd spend 55 minutes thinking about the problem and 5 minutes thinking about solutions." Value stream mapping becomes essential, allowing teams to visualize where humans and AI agents should operate, with clear handovers and explicit policies. The cognitive load on software teams will increase dramatically as AI generates more code, more options, and more complexity. Without clear thinking about problems and deliberate design of systems, AI adoption will follow the same disappointing trajectory as many Agile adoptions—lots of activity, little improvement, and eventually, blame directed at the tool rather than the system.

    Self-reflection Question: Are you adopting AI to solve a clearly defined problem, or because everyone else is doing it? If you automated your current process with AI, would you be locking in excellence or just accelerating dysfunction?

    [The Scrum Master Toolbox Podcast Recommends]

    🔥In the ruthless world of fintech, success isn't just about innovation—it's about coaching!🔥

    Angela thought she was just there to coach a team. But now, she's caught in the middle of a corporate espionage drama that could make or break the future of digital banking. Can she help the team regain their mojo and outwit their rivals, or will the competition crush their ambitions? As alliances shift and the pressure builds, one thing becomes clear: this isn't just about the product—it's about the people.

    🚨 Will Angela's coaching be enough? Find out in Shift: From Product to People—the gripping story of high-stakes innovation and corporate intrigue.

    Buy Now on Amazon

    [The Scrum Master Toolbox Podcast Recommends]

    About Darryl Wright

    Darryl is an Agile Coach and Instructor dedicated to helping organisations and leaders be both successful and humane. He has over two decades in IT delivery and business leadership, he champions Agile ways of working to create thriving workplaces where people are happy, productive, and deliver products customers truly love.

    You can link with Darryl Wright on LinkedIn, and visit Darryl's website at www.organa.com.au.
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    18 m
  • The Agile Team That Committed to Failure for 18 Sprints Straight | Darryl Wright

    The Agile Team That Committed to Failure for 18 Sprints Straight | Darryl Wright
    Oct 28 2025
    Darryl Wright: The Agile Team That Committed to Failure for 18 Sprints Straight Read the full Show Notes and search through the world's largest audio library on Agile and Scrum directly on the Scrum Master Toolbox Podcast website: http://bit.ly/SMTP_ShowNotes. "As Deming said, a bad system will beat a good person every time." - Darryl Wright Darryl was called in to help a struggling team at a large energy retailer. The symptoms seemed straightforward—low morale, poor relationships, and chronic underdelivery. But as he asked questions, a heartbreaking pattern emerged. The team had been "committing" to 110 story points per sprint while consistently delivering only 30. For 18 sprints. When Darryl asked why the team would commit to numbers they couldn't possibly achieve, the answer was devastating: "The business needs that much." This wasn't a problem of skill or capability—it was learned helplessness in action. Sprint after sprint, the team experienced failure, which made them more despondent and less effective, creating a vicious downward spiral. The business lost trust, the team lost confidence, and everyone was trapped in a system that guaranteed continued failure. When Darryl proposed the solution—committing to a realistic 30 points—he was told it was impossible because "the business needs 110 points." But the business wasn't getting 110 points anyway. They were getting broken promises, a demoralized team, stress leave, high churn, and a relationship built on distrust. Darryl couldn't change the system in that case, but the lesson was clear: adult people who manage their lives perfectly well outside work can become completely helpless inside work when the system repeatedly tells them their judgment doesn't matter. As Ricardo Semler observes in Maverick!, people leave their initiative at the door when organizations create systems that punish honest assessment and reward false promises. Self-reflection Question: Is your team committing to what they believe they can achieve, or to what they think someone else wants to hear? What would happen if they told the truth? Featured Book of the Week: Better Value, Sooner, Safer, Happier by Jonathan Smart Darryl describes Better Value, Sooner, Safer, Happier by Jonathan Smart as a treasure trove of real-life experience from people who have "had their sleeves rolled up in the trenches" for decades. What he loves most is the authenticity—the authors openly share not just their successes, but all the things that didn't work and why. One story that crystallizes the book's brilliance involves Barclays Bank and their ingenious approach to change adoption. Facing resistance from laggards who refused to adopt Agile improvements despite overwhelming social proof, they started publishing lists of "most improved teams." When resisters saw themselves at the bottom of these public lists, they called to complain—and were asked, "Did you have improvements we didn't know about?" The awkward pause would follow, then the inevitable question: "How do I get these improvements?" Demand creation at its finest. Darryl particularly appreciates that the authors present at conferences saying, "Let me tell you about all the things we've stuffed up in major agile transformations all around the world," bringing genuine humility and practical wisdom to every page. [The Scrum Master Toolbox Podcast Recommends] 🔥In the ruthless world of fintech, success isn't just about innovation—it's about coaching!🔥 Angela thought she was just there to coach a team. But now, she's caught in the middle of a corporate espionage drama that could make or break the future of digital banking. Can she help the team regain their mojo and outwit their rivals, or will the competition crush their ambitions? As alliances shift and the pressure builds, one thing becomes clear: this isn't just about the product—it's about the people. 🚨 Will Angela's coaching be enough? Find out in Shift: From Product to People—the gripping story of high-stakes innovation and corporate intrigue. Buy Now on Amazon [The Scrum Master Toolbox Podcast Recommends] About Darryl Wright Darryl is an Agile Coach and Instructor dedicated to helping organisations and leaders be both successful and humane. He has over two decades in IT delivery and business leadership, he champions Agile ways of working to create thriving workplaces where people are happy, productive, and deliver products customers truly love. You can link with Darryl Wright on LinkedIn, and visit Darryl's website at www.organa.com.au.
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    15 m
  • When Enthusiasm Became Interference—Learning to Listen as a Scrum Master | Darryl Wright

    When Enthusiasm Became Interference—Learning to Listen as a Scrum Master | Darryl Wright
    Oct 27 2025
    Darryl Wright: When Enthusiasm Became Interference—Learning to Listen as a Scrum Master

    Read the full Show Notes and search through the world's largest audio library on Agile and Scrum directly on the Scrum Master Toolbox Podcast website: http://bit.ly/SMTP_ShowNotes.

    "Wait stands for Why Am I Talking? Just ask yourself, wait, why am I talking? Is this the right moment for you to give an idea, or is this the right moment to just listen and let them have space to come up with ideas?" - Darryl Wright

    Early in his Agile journey, Darryl was evangelically enthusiastic about the principles and practices that had transformed his approach to leadership. He believed he had discovered the answers people were seeking, and his excitement manifested in a problematic pattern—he talked too much. Constantly jumping in with solutions, ideas, and suggestions, Darryl dominated conversations without realizing the impact. Then someone pulled him aside with a generous gift: "You're not really giving other people time to come up with ideas or take ownership of a problem."

    They introduced him to WAIT—Why Am I Talking?—an acronym that would fundamentally shift his coaching approach. This simple tool forced Darryl to pause before speaking and examine his motivations. Was he trying to prove himself? Did he think he knew better? Or was this genuinely the right moment to contribute? As he practiced this technique, Darryl discovered something profound: when he held space and waited, others would eventually step forward with insights and solutions.

    The concept of "small enough to try, safe enough to fail" became his framework for deciding when to intervene. Not every moment requires a Scrum Master to step in—sometimes the most powerful coaching happens in silence. By developing better skills in active listening and learning to hold space for others, Darryl transformed from someone who provided all the answers into someone who created the conditions for shared leadership to emerge.

    In this episode, we refer to David Marquet's episodes on the podcast for practical techniques on holding space and enabling leadership in others.

    Self-reflection Question: When was the last time you caught yourself jumping in with a solution before giving your team space to discover it themselves? What would happen if you waited just five more minutes?

    [The Scrum Master Toolbox Podcast Recommends]

    🔥In the ruthless world of fintech, success isn't just about innovation—it's about coaching!🔥

    Angela thought she was just there to coach a team. But now, she's caught in the middle of a corporate espionage drama that could make or break the future of digital banking. Can she help the team regain their mojo and outwit their rivals, or will the competition crush their ambitions? As alliances shift and the pressure builds, one thing becomes clear: this isn't just about the product—it's about the people.

    🚨 Will Angela's coaching be enough? Find out in Shift: From Product to People—the gripping story of high-stakes innovation and corporate intrigue.

    Buy Now on Amazon

    [The Scrum Master Toolbox Podcast Recommends]

    About Darryl Wright

    Darryl is an Agile Coach and Instructor dedicated to helping organisations and leaders be both successful and humane. He has over two decades in IT delivery and business leadership, he champions Agile ways of working to create thriving workplaces where people are happy, productive, and deliver products customers truly love.

    You can link with Darryl Wright on LinkedIn, and visit Darryl's website at www.organa.com.au.
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    14 m
  • How to Coach POs Who Treat Developers Like Mindless Robots | Alex Sloley

    How to Coach POs Who Treat Developers Like Mindless Robots | Alex Sloley
    Oct 24 2025
    Alex Sloley: How to Coach POs Who Treat Developers Like Mindless Robots In this episode, we refer to the previous episodes with David Marquet, author of Turn the Ship Around! The Great Product Owner: Trust and the Sprint Review That Changes Everything Read the full Show Notes and search through the world's largest audio library on Agile and Scrum directly on the Scrum Master Toolbox Podcast website: http://bit.ly/SMTP_ShowNotes. "She was like, oh my gosh, I've never seen this before, I didn't think it was possible. I just saw you deliver stuff in 2 weeks that I can actually use." - Alex Sloley In 2011, Alex worked with a client organization creating software for external companies. They needed a Product Owner for a new Agile team, and a representative from the client—who had never experienced Scrum—volunteered for the role. She was initially skeptical, having never witnessed or heard of this approach. Alex gently coached her through the process, asking her to trust the team and be patient. Then came the first Sprint Review, and everything changed. For the first time in her career, she saw working product delivered in just two weeks that she could actually touch, see, and use. Her head exploded with possibility. Even though it didn't have everything and wasn't perfect, it was remarkably good. That moment flipped a switch—she became fully engaged and transformed into a champion for Agile adoption, not just for the team but for the entire company. Alex reflects that she embodied all five Scrum values: focus (trusting the team's capacity), commitment (attending and engaging in all events), openness (giving the new approach a chance), respect (giving the team space to succeed), and courage (championing an unfamiliar process). The breakthrough wasn't about product ownership techniques—it was about creating an experience that reinforced Scrum values, allowing her to see the potential of a bright new future. Self-reflection Question: What practices, techniques, or processes can you implement that will naturally and automatically build the five Scrum values in your Product Owner? The Bad Product Owner: When Control Becomes Domination Read the full Show Notes and search through the world's largest audio library on Agile and Scrum directly on the Scrum Master Toolbox Podcast website: http://bit.ly/SMTP_ShowNotes. "They basically just owned the team. The developers on the team might as well have been mindless robots, because they were being assigned all the work, told how much work they could do in a sprint, what the work was." - Alex Sloley In 2018, while working with five interconnected Product Owners, Alex observed a Sprint Planning session that revealed a severe anti-pattern. One Product Owner completely controlled everything, telling the team exactly what work they would take into the Sprint, assigning specific work to specific people by name, and dictating precisely how they would implement solutions down to technical details like which functions and APIs to use. The developers were reduced to helpless executors with no autonomy, while the Scrum Master sat powerless in the corner. Alex wondered what caused this dynamic—was the PO a former project manager? Had the team broken trust in the past? What emotional baggage or trauma led to this situation? His approach started with building trust through coffee meetings and informal conversations, crucially viewing the PO not as the problem but as someone facing their own impediment. He reframed the challenge as solving the Product Owner's problem rather than fixing the Product Owner. When he asked, "Why do you have to do all this? Can't you trust the team?" and suggested the PO could relax if they delegated, the response was surprisingly positive. The PO was willing to step back once given permission and assurance. Alex's key lesson: think strategically about how to build trust and who needs to build trust with whom. Sometimes the person who appears to be creating problems is actually struggling under their own burden. Self-reflection Question: When you encounter a controlling Product Owner, do you approach the situation as "fixing" the PO or as "solving the PO's problem"? How might this reframe change your coaching strategy? [The Scrum Master Toolbox Podcast Recommends] 🔥In the ruthless world of fintech, success isn't just about innovation—it's about coaching!🔥 Angela thought she was just there to coach a team. But now, she's caught in the middle of a corporate espionage drama that could make or break the future of digital banking. Can she help the team regain their mojo and outwit their rivals, or will the competition crush their ambitions? As alliances shift and the pressure builds, one thing becomes clear: this isn't just about the product—it's about the people. 🚨 Will Angela's coaching be enough? Find out in Shift: From Product to People—the gripping story of high-stakes innovation and corporate intrigue. Buy Now on...
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    17 m