Unprepared for Conversations
Managers have many concerns, including delivery, predictability, profit, and budgets. They don’t actually care about sprints, retrospectives, story points, or any of the day-to-day minutiae of Scrum. This can lead to a serious disconnect between managers and Scrum teams. The dialogue at the beginning of this chapter is typical of how many initial conversations about Scrum play out: The Scrum master is focused on Scrum and the manager is trying to figure out how they fit into this new set of rules.
As a servant leader working with managers who are new to Scrum, you must put aside all of the things you want to promote and discuss, and instead figure out what management needs from you. This will help you foster constructive ...
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