Some stuff I wrote down during the panel discussion of ‘Being a Scrum coach’ at the Scrum Gathering in Munich.
The panel consisted of:
Q) How can you help a team that is underperforming?
A) Rachel: By using retrospectives to continuously improve. By talking to individuals, but also to the team. By trying to understand.
Q) When is it better to stop coaching?
A) Rachel: When a team is under high pressure and the really don’t have any time to learn the new stuff you’re coaching. When there is a time of tension, in which layoffs are happening. People will be careful when asked to try out new stuff.
Q) What‘s the difference between a Scrum Master and a Scrum Coach?
A) Peter: A coach starts from day one making himself obsolete. For instance by coaching other coaches.
Rachel: Even scrum master can be a transient role, the team should take it on them over time.
Bent: A coach is usually the coach of the scrum masters
Q) Do you need specific skills as a coach?
A) Rachel: You need a supporting network as back up. A coach always needs more skills and should keep on learning. A good formula is pair coaching. A good coach also dares to admit he doesn’t know everything.
Some other comments during the panel discussion
Peter: You need to be able to set a clear goal, and get out of the way.
Siegfried: Create space & time to solve problems
Rachel: Step back and reflect, it is a good counterbalance for pressure