Tag: scrum practices

My new book is available: What kind of problem is this?

Book cover for What kind of problem is this? It shows an illustration of the Cynefin framework: four domains, clear, complicated, complex and chaotic.
My new book’s cover

I’m delighted to say that my new book, What kind of problem is this?, is now available to buy from Lulu.

The full title is What kind of problem is this? A Scrum Master’s field guide to using Cynefin in real team situations.

It is a practical book for Scrum Masters, Agile Coaches, Product Owners, delivery leaders and anyone who works with Scrum but has sometimes wondered why the same practices work beautifully in one situation and fall flat in another.

Continue reading My new book is available: What kind of problem is this?

Scrum Master not process police – choosing the role that actually helps teams

At some point, every Scrum Master faces this tension.

Do you enforce the process?
Or do you support the team?

It is easy to drift into becoming the process police.

  • Reminding people of rules.
  • Correcting how events are run.
  • Pointing out what the Scrum Guide says.

But that is not where real value lies.

Continue reading Scrum Master not process police – choosing the role that actually helps teams

Your first month as a Scrum Master – why observation matters more than action

Starting with a new team creates pressure to act quickly.

You want to improve things.
You want to show value.
You want momentum.

But in your first month, the most effective thing you can do is often the simplest: observe before you act.

Continue reading Your first month as a Scrum Master – why observation matters more than action

Scrum Masters manage energy, not people

Photo by Riccardo Annandale on Unsplash

Most people think a Scrum Master manages process.
But the real work is far less visible.

A good Scrum Master manages energy, not people.

They sense what is rising and what is draining in the team:

  • enthusiasm
  • frustration
  • focus
  • fear

They pay attention to morale, emotional safety and the subtle shifts that shape how a team shows up each day. When curiosity drops or tension builds, the Scrum Master notices long before it reaches the burndown chart.

Velocity does not come from tighter control.
It comes from removing fear, restoring clarity and helping people reconnect with purpose. When the emotional state of the team improves, the work begins to flow again.

The most important things a Scrum Master does often leave no trace.
But you can feel the difference.
Good energy creates good outcomes.