In the final episode of the "Scrum is Hard and Disruptive" series, hosts Ryan and Todd dive deep into one of the most pivotal aspects of Scrum: leadership. Reflecting on the timeless insights from Ken Schwaber's 20-year-old white paper, they emphasize that effective leadership is not about command and control but about creating environments where teams can thrive.
Ken's 15th Statement: "The role of enterprise management changes from telling people what to do to leading and helping everyone do their best to achieve goals. People aren’t resources, and managers aren’t bosses."
From Command to Coaching
One of the key takeaways from the episode is the critical shift in leadership style required for Scrum to succeed. Traditional management often focuses on giving orders, tracking hours, and measuring productivity based on activity. But in a Scrum environment, this approach fails. Instead, managers must transition from being bosses who dictate to becoming leaders who coach and support. The real power lies in guiding teams through well-defined goals and allowing them the autonomy to find the best paths to success.
Goal Setting: The New Boundaries
Ryan and Todd stress that goal setting isn’t just a management task—it’s a strategic element that serves as a boundary within which Scrum teams operate. In Scrum, Sprint goals and product goals align team efforts with broader organizational strategies. Unlike arbitrary activity metrics, goals provide a clear direction that energizes teams. However, setting these goals is hard work, and many companies fall into the trap of measuring busyness rather than impact. Effective goal setting involves looking beyond mere output and focusing on outcomes that drive customer satisfaction and business success.
People Are Not Resources
A crucial mindset shift discussed in the episode is moving away from viewing people as resources to be managed and depleted. Managers aren’t bosses—they’re facilitators of success. Ryan and Todd highlight that leaders should invest in building self-managing teams, setting appropriate goals, and removing obstacles rather than micromanaging tasks. It’s about empowering teams to be the best versions of themselves, not just ticking boxes on a task list.
Embracing Evidence-Based Management
Modern leadership in Scrum also means embracing evidence-based management. Todd and Ryan advocate for using data-driven insights to guide decision-making and measure progress. By setting up clear Key Value Areas (KVAs) and Key Value Measures (KVMs), leaders can objectively assess whether teams are moving towards their goals and adjust strategies as needed.
Final Thoughts
As Ryan and Todd conclude, Scrum’s challenges are real, but with the right leadership approach, they’re worth overcoming. By shifting from command to coaching, setting meaningful goals, and embracing evidence-based management, leaders can transform their teams—and ultimately their organizations—into high-performing units that deliver real value.
Want to dive deeper? Check out Ryan and Todd’s insights on evidence-based leadership and learn how to set your Scrum teams up for success. Scrum may be hard and disruptive, but it’s precisely these disruptions that lead to great product delivery. Keep inspecting, keep adapting, and watch your teams thrive.
⏩ Join Ryan and Todd for a Scrum.org course: https://buytickets.at/agileforhumansllc
Check out their books:
📖 "Unlocking Business Agility with Evidence-Based Management: Satisfy Customers and Improve Organizational Effectiveness" on Amazon -- https://amzn.to/4690qJy
📖 "Fixing Your Scrum: Practical Solutions to Common Scrum Problems" on Amazon -- https://amzn.to/46dAQTC