In the next retrospective, I decided to test the waters first. I talked about how I met my wife and played our wedding dance video (which turned out to be a big hit among Indian teams). Next, the SM shared family photos and talked about each of his children and their interests. The PO opened up about his move from Seattle and the stress that had caused, especially with the repackaging and moving of a huge house. One after another, the team opened up, and when I turned around, people started to go wrong and pour out their hearts. Some stories made the teams sad, some stories made the teams happy, but everyone shared something close and dear to them, and the emotions were high. We celebrated with a team member who beamed with pride and told us that his daughter had been admitted to a very prestigious university. We cried with another who said that a parent was suffering from an illness and how difficult it had been to care for her. The team exchanged delicious recipes and enjoyed looking at family photos and hearing the stories behind them. For the first time, feelings were awakened when cultural and distanced barriers were destroyed.
We have all been part of each other`s lives. We have all put a human face on contagion. While sharing my observations, I was surprised that the DM and OP validated most of these observations. Before, the SM was embarrassed to admit that his team needed help because they were afraid that it would mean their failure, so I appreciated her honesty and assured her otherwise. I asked both the DM and the PO for permission to share the observations with the team at the next retrospective in order to obtain feedback. This turned out to be a mistake that didn`t go as I had hoped. There were no discussions. Only members of the U.S. team responded to the comments.
The Indian team was shut down and may have perceived the message as a delivery error. It was the opposite of the result I wanted. Instead of hiring the team, I had instead alienated them. As a coach, I had just managed to demoralize my team, I felt defeated. This first meeting got off to a good start. While the SM mentioned that their team only needed a minimum of advice, as they were fine, they looked happy that I joined the team. The PO was new both in the company and in a PO role. Although she didn`t have an agile background, she was very excited to learn something about Agile and mentioned that she would welcome and appreciate any coaching that would help her set her up for success. We left the first meeting on a high note. My goal of getting permission to be a coach was achieved. I contacted the Scrum Master (SM) and Product Owner (PO) for the team.
I wanted to understand the structure and dynamics of the team, but what was even more important now was that I had to get their permission and catch up with him to get involved. My goal was to establish a relationship to make them understand that my role was to help them improve, especially after a bumpy start with the RTE. These clauses should not dictate to the team how to do the work, but help focus on team behavior that keeps everyone accountable and productive. Steve begins to question the agreements proposed in his first priority area: Daily Scrum Start Time. After any possible working agreement, it uses the Protocol of Decider to quickly seek consensus.. . .