ScrumMaster  or  Arm-­

Chair  Psychologist?
Angela  Johnson  |  March  9,  2016
 Live  Tweet  During  The  Webinar!  

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 Angela  Johnson  
PMP,  PMI-­ACP,  CST

• Certified  Scrum  Trainer  with  21+  years  in  

Information  Technology

• Scrum  Alliance  Volunteer:

o Trainer  Approval  Committee
o Agile  Leadership  Learning  Objective  Team

• Founder  Collaborative  Leadership  Team

• Founder  Scrum  Day  Twin  Cities

• Based  in  Minnesota

Copyright  2016  Collaborative  Leadership  Team 3

 Webinar  Learning  Outcomes
• Understand  the  people  side  of  the  ScrumMaster  role
• Use  proven  Scrum  community  techniques  in  daily  
ScrumMaster  work
• Apply  proven  principles  from  outside  the  Scrum  
community  in  daily  ScrumMaster  work
• Provide  realistic  tips  for  team  member  versatility  from  
the  psychology  community
• Implement  practical  coaching  tools  to  enable  
cooperation  in  your  Scrum  adoption

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Scrum  is  simple…but  it  is  not  easy

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 What  is  Scrum?
• Scrum  is  an  adaptive  framework  for  developing  
and  sustaining  complex  products
• Scrum  is  not  a  methodology  nor  is  it  specific  to  
software  development
• Scrum  is  about  people  – working  together  to  
deliver  the  highest  possible  value  early  and  often
• Scrum  is  lightweight,  simple  to  understand  but  
difficult  to  master

Copyright  2016  Collaborative  Leadership  Team 6

 The  ScrumMaster
• Servant  Leader  to  Product  Owner,  
Development  Team  and  Organization
• Responsible  for  Scrum  theory,  practices  and  
rules  being  understood  and  enacted
• Helps  everyone  understand  which  interactions  
with  the  Scrum  Team  are  helpful  and  which  
ones  are  not  to  maximize  business  value  
created  by  the  Scrum  Team
• Active  Facilitator
• Neutral

Copyright  2016  Collaborative  Leadership  Team 7

 Poll  Question  #1:

Are  you  a  practicing  ScrumMaster?

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 The  ScrumMaster  is  not  a  Secretary
• Coaching  the  Product  Owner  on  Product  
Backlog  refinement  does  not  mean  being  the  
administrative  keeper  of  this  artifact
• Coaching  the  team  on  self-­organization  and  
cross-­functionality  does  not  mean  taking  tasks  
away  from  them
• Leading  the  organization  in  its  Scrum  adoption  
does  not  mean  publishing  status  reports
• Every  conversation  isn’t  led  by  the  
ScrumMaster  …  including  the  Daily  Scrum

Copyright  2016  Collaborative  Leadership  Team 9

 Poll  Question  #2:

Have  you  read  the  Scrum  Guide?

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 The  ScrumMaster  is  a  Coach
• New  ScrumMasters  latch  on  to  the  mechanics  of  
Scrum
• What’s  often  overlooked,  however,  is  the  people  
aspect  of  the  job
• Due  to  the  increased  collaboration  and  
transparency,  organizational  impediments  and  
people  issues  are  exposed  quickly
• If  the  problem  is  not  a  “Scrum”  problem,  is  it  a  
“people”  problem?
• If  yes,  then  what?
Copyright  2016  Collaborative  Leadership  Team 11
 Is  the  ScrumMaster  an  Arm-­Chair  Psychologist?
• The  first  value  in  the  Agile  Manifesto  begins  with  
Individuals  and  Interactions
• The  Agile  Manifesto  principles  emphasize  face  to  
face  communication,  working  together  and  
working  with  business  people  daily
• The  ScrumMaster  ensures  helpful  interactions  
occur  with  the  Scrum  Team
• Where  does  the  ScrumMaster  learn
all  these  people  skills?  

Copyright  2016  Collaborative  Leadership  Team 12

 The  ScrumMaster  Checklist
• How  is  my  Product  Owner  doing?
– Are  Stories  or  PBIs  broken  down  to  the  appropriate  level?
– Is  there  enough  detail  and/or  Acceptance  Criteria  included?
• How  is  my  Team  doing?
– Do  they  have  the  information,  tools,  support  that  they  need  to  meet  
the  Sprint  commitments?
– Do  they  have  what  the  detail  that  they  need  from  the  Product  Owner?
• Information  Radiators
– Are  Task  Boards  and/or  electronic  tools  up  to  date  with  the  latest  
information?
– Do  Stakeholders  have  visibility  to  information?

See  the  Full  ScrumMaster  Checklist  by  Michael  James

http://scrummasterchecklist.org/

Copyright  2016  Collaborative  Leadership  Team 13

 Dale  Carnegie  Principles

• Don’t  criticize,  condemn  or  complain

• Give  honest,  sincere,  appreciation
• Be  a  good  listener
• Try  honestly  to  see  things  from  the  other  
person’s  point  of  view
• Appeal  to  the  nobler  motives
• Begin  with  praise  and  honest  appreciation
• Let  the  other  person  save  face
• Use  encouragement
A  full  list  of  Dale  Carnegie  Principles  can  be  found  here:    
https://www.dalecarnegie.com/assets/1/7/Secrets_of_Success.pdf

Copyright  2016  Collaborative  Leadership  Team 14

 Dr.  Harvey  Robbins
• Personnel  research  psychologist  
psychological  services  branch  of  the  
intergovernmental   personnel  programs  
division  of  the  U.S.  Civil  Service  
Commission  (CIA)
• Manager  of  personnel  development  and  
research  for  Burlington  Northern,  Inc.,  
• Corporate  manager  of  organization  
development  for  Honeywell
• Author  and  business  psychologist

For  more  information  about  Harvey  Robbins  visit:

http://www.harveyrobbins.com/

Copyright  2016  Collaborative  Leadership  Team 15

 Goals  &  Objectives
• Bad  Teams:    Vague
• Good  Teams:    Clear
• Best  Teams:    Short-­term,  continuous  
high-­priority  goals  and  objectives  in  30  
day  or  less  segments

Copyright  2016  Collaborative  Leadership  Team 16

 Barrier  Identification
• Bad  Teams:    Lack  barrier  identification
• Good  Teams:    May  engage  in  barrier  
identification
• Best  Teams:    Identify  barriers  to  people,  
process,  structures  and  develop  contingency  
around  these  barriers

Copyright  2016  Collaborative  Leadership  Team 17

 Interpersonal  Relationships
• Bad  Teams:    Ignore
• Good  Teams:    Recognize  differences
• Best  Teams:    Value  differences  and  develop  
versatility  plans

Copyright  2016  Collaborative  Leadership  Team 18

 Circle  All  That  Apply
• Critical Industrious • Pushy Strong  Willed
• Indecisive Persistent • Severe Independent
• Stuffy Serious • Tough Practical
• Picky Expecting • Dominating Decisive
• Moralistic Orderly • Harsh Efficient

• Conforming    Supportive • Manipulating      Ambitious

• Unsure Respectful • Excitable Stimulating
• Ingratiating      Willing • Undisciplined    Enthusiastic
• Dependent      Dependable • Reacting Dramatic
• Awkward Agreeable • Egotistical Friendly

Copyright  2016  Collaborative  Leadership  Team 19

 Behavioral  Style  Differences
CONTROL
How What

Analytical Driver
n Thinking n Action
n Past n Present
Thinking   (T)/Conscientious Sensing  (S)/Dominant
ASK Who Why
TELL
Amiable Expressive
n Relationship n Intuition
n Empathetic n Future
Feeling   (F)/Steady/Solid Intuitive   (N)/Influencing

EMOTE
Adapted  from  Personal  Styles  &  Effective  Performance  by  David  W.  Merrill  and  Roger  H.  Reid

Copyright  2016  Collaborative  Leadership  Team 20

 Versatility  with  Drivers
Do Don’t
• Be  clear,  brief,  and  to   • Ramble  or  waste  time
the  point • Try  to  build  personal  
• Stick  to  business relationship
• Come  prepared  with   • Forget  or  lose  things
all  the  requirements,   • Leave  loopholes   or  
objectives cloudy  issues
• Present  the  facts   • Ask  rhetorical  questions
logically  – plan  for   • Come  with  a  ready-­
efficiency made  decisions
• Ask  specific  questions
Referenced  with  permission  from  Harvey  Robbins,  P h.D.,  L.P.

Copyright  2016  Collaborative  Leadership  Team 21

 Versatility  with  Drivers
Do Don’t
• Provide  choices • Speculate  wildly  or  offer  
• Provide  facts  and  figures   guarantees
about  probability  for   • If  you  disagree,  don’t  let  it  
success reflect  on  them  personally
• If  you  disagree,  take   • If  you  agree,  don’t  say  “I’m  
issue  with  the  facts  not   with  you.”
the  person • Don’t  try  to  convince  by  
• If  you  agree,  support  the   personal  means
results  and  the  person • Don’t  direct  or  order
• Persuade  by  referring  to  
results
• Leave Referenced  with  permission  from  Harvey  Robbins,  P h.D.,  L.P.

Copyright  2016  Collaborative  Leadership  Team 22

 Versatility  with  Expressives
Do Don’t
• Support  their  dreams • Don’t  legislate
• Be  stimulating • Don’t  kid  around  too  
• Leave  time  for   much
relating/socializing • Don’t  be  curt,  cold  or  
• Don’t  deal  with  details tight-­lipped
• Ask  their  opinions • Don’t  do  facts  first
• Provide  ideas  for   • Don’t  leave  things  
action hanging  in  the  air
• Provide  testimonials • Don’t  be  impersonal  or  
• Offer  incentives judgmental
• Don’t  talk  down  to  them
• Don’t  be  dogmatic
Referenced  with  permission  from  Harvey  Robbins,  P h.D.,  L.P.

Copyright  2016  Collaborative  Leadership  Team 23

 Versatility  with  Amiables
Do Don’t
• Start  with  personal  comment • Don’t  rush  into  business
• Show  sincere  interest  in  them • Don’t  stick  to  business
• Draw  out  personal  goals • Don’t  be  domineering   or  
• Present  you  case  softly demanding
• Ask  “how”  questions • Don’t  debate  about  facts  and  
• Be  casual  and  informal figures
• Don’t  manipulate  or  bully  them
• Define  individual  
contributions • Don’t  patronize  or  demean  them
• Provide  assurances  and   • Don’t  be  abrupt  or  rapid
guarantees • Don’t  be  vague
• Don’t  offer  guarantees   you  can’t  
deliver

Referenced  with  permission  from  Harvey  Robbins,  P h.D.,  L.P.

Copyright  2016  Collaborative  Leadership  Team 24

 Versatility  with  Analyticals
Do Don’t
• Prepare  in  advance  and  be   • Don’t  be  disorganized
accurate • Don’t  be  giddy  or  casual
• Approach  them  directly • Don’t  rush  decisions
• Support  their  thoughtful   • Don’t  be  vague
approach • Don’t  waste  time
• Take  your  time  but  be   • Don’t  provide  personal  
persistent incentives
• Draw  up  a  step-­by-­step  
timetable • Don’t  threaten,  cajole,  coax  or  
whine
• Give  them  time  to  think • Don’t  use  testimonials
• Provide  practical  evidence • Don’t  use  opinions  as  
evidence
• Don’t  use  gimmicks
Referenced  with  permission  from  Harvey  Robbins,  P h.D.,  L.P.

Copyright  2016  Collaborative  Leadership  Team 25

 Harvey’s  Rules  for  Building  Trust
• Have  clear,  consistent  goals
• Be  open,  fair  and  willing  to  listen
• Be  decisive
• Support  all  other  team  members
• Take  responsibility   for  team  actions
• Give  credit  to  team  members
• Be  sensitive  to  the  needs  of  team  members
• Respect  the  opinions  of  others
• Empower  team  members  to  act

Referenced  with  permission  from  Harvey  Robbins,  P h.D.,  L.P.

Copyright  2016  Collaborative  Leadership  Team 26

 Harvey’s  Versatility  Tips
• Human  beings  like  working  with  other  human  beings
• You  can’t  listen  once  you  are  talking
• Nothing  you  can  do  or  say  will  motivate  someone  else  –
you  can  only  create  an  environment  of  self-­motivation
• Tell  people  how  to  interpret  what  you’re  about  to  say
• If  your  tone  does  not  match  what  you’re  saying,  the  
message  will  be  misinterpreted
• Don’t  overlook  orientation  – be  it  cultural,  gender  based,  
etc.

Copyright  2016  Collaborative  Leadership  Team 27

 Poll  Question  #3:

As  a  ScrumMaster  do  you  serve:

1  Development  Team
2  Development  Teams
3+  Development  Teams?

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 Which  One  is  your  Favorite?
• When  serving  multiple  development  teams,  do  you  insist  
that  events  and  ceremonies  be  scheduled  to  
accommodate  you  and  not  when  it  works  for  them  and  
the  Product  Owner?
• When  serving  multiple  development  teams  and  each  has  
needs  that  require  you  as  their  coach,  how  do  you  
choose  who  gets  your  time?
• Who  is  coaching  the  Product  Owner(s)?
• Who  is  coaching  the  Organization?
• What  is  the  root  cause  for  splitting  the  ScrumMaster  
focus  across  multiple  development  teams?

Copyright  2016  Collaborative  Leadership  Team 29

 Old  Habits  Die  Hard
• Scrum  is  different
• Traditional  ways  of  doing  work  focused  on  utilization  and  
temporary  endeavors  called  projects  
• Scrum  focuses  on  maximizing  the  delivery  of  business  
value  because  it  approaches   that  work  holistically
• If  the  organization   wants  to  continue  doing  work  the  
traditional  way,  but  using  Scrum  vocabulary,  whose  job  is  
it  to  coach  them  on  change?

Copyright  2016  Collaborative  Leadership  Team 30

 Don’t  let  the  Words  get  in  the  Way
Instead  Of Try  These
• That’s  not  Agile! • When  you  say  Agile…what  
• That’s  not  Scrum! do  you  mean  exactly?
• In  the  Real  World… • What  is  the  problem  that  
we’re  trying  to  solve?
• You’re  doing  it  Wrong
• You’re  not  doing  it   • In  my  current  reality…
Right • In  our  current  reality…
• That’s  an  impediment • We  have  a  choice  to  work  
the  old  way  or  try  
something  new
• We  have  an  opportunity  to  
improve  the  way  we  work

Copyright  2016  Collaborative  Leadership  Team 31

Wrap  Up  /  Q  &  A

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Membership  Webinar  in  April  with  Mitch  Lacey

Hiring  Agile  Teams

April  27th at  4:00PM  EST  USA
• Agile  practitioner  &  trainer
• Author  of  the  popular  book,  
"The  Scrum  Field  Guide,  
Agile  Advice  for  Your  First  
Year  and  Beyond."  
• Over  10  years  of  Agile  
experience
• 18+  years  managing  projects

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