The primary accountability of a Scrum Master lies in the team’s effectiveness. It’s not just about completing tasks but about ensuring the unit is motivated, connected, and effective. If a team is demotivated, it’s often a sign that something is amiss. Perhaps they’re building something they don’t believe in, or maybe they don’t feel valued or connected to the end product.
A common scenario I’ve observed is teams becoming demotivated because they feel they’re building the wrong thing. This feeling is exacerbated when stakeholders or even the product owner don’t show up for Sprint reviews. It sends a powerful message: if the product owner doesn’t care, why should the team?
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Another challenge is the Sprint goal. Teams often set goals that encompass the entire Sprint, making the chances of success slimmer. If a team consistently fails to meet their goals, it’s no surprise they become demotivated. I suggest focusing on what’s most important for stakeholders at the Sprint review. This might only be a fraction of the work planned for the Sprint, but it’s what the team commits to showing.
By reducing the size of the Sprint goal, teams increase their chances of success. Success breeds happiness and motivation. If the team delivers value, stakeholders will engage positively, further boosting team morale.
I often reference Dan Pink’s book, “Drive”, highlighting three key motivators: autonomy, mastery, and purpose. Without a clear purpose, motivation crumbles. Teams need to understand how their work benefits others and see those benefits firsthand during Sprint reviews.
In conclusion, a Scrum Master’s role isn’t just about processes and tasks. It’s about understanding human dynamics, fostering connections, and ensuring teams have a clear, motivating purpose. As I often say, ensure your team understands how their work helps others and engage those beneficiaries in the process.