I didn't, but guess: a lot of happy-babbly words without much substance or stark opinion. What's the summary? "I love this job, there are challenges, but I can master it well". Well..ok, thanks?
I didn't downvote, but you started out sharing credentials that aren't management and then recounted standard platitudes about collaboration and some personal experience with zero transferable utility. And you posted that in response to a comment saying how difficult topics necessary to succeeding as a manager don't happen often on the internet. I understand why people would evaluate your contribution as detracting from the conversation at hand and downvote.
> You’re not the player, you’re the coach. Sometimes that means strategy and big-picture thinking. Sometimes it means shielding your team from dumb shit. Sometimes it means buying someone coffee and saying, “You’re not crazy. This is hard.”
Guess what good agile coaches or scrum masters are expected to do :-)
I didn't, but guess: a lot of happy-babbly words without much substance or stark opinion. What's the summary? "I love this job, there are challenges, but I can master it well". Well..ok, thanks?
I didn't downvote, but you started out sharing credentials that aren't management and then recounted standard platitudes about collaboration and some personal experience with zero transferable utility. And you posted that in response to a comment saying how difficult topics necessary to succeeding as a manager don't happen often on the internet. I understand why people would evaluate your contribution as detracting from the conversation at hand and downvote.
Understandable. Thanks for pointing it out!
Being an agile coach isn’t management
The author of the article writes:
> You’re not the player, you’re the coach. Sometimes that means strategy and big-picture thinking. Sometimes it means shielding your team from dumb shit. Sometimes it means buying someone coffee and saying, “You’re not crazy. This is hard.”
Guess what good agile coaches or scrum masters are expected to do :-)
Very little of that. Agile coaches don’t deal with under performers, promo packets, retention issues, etc.
Agile coaches are also not able to shield the team from dumb shit. They don’t have the power to make priority calls on what the team is doing.
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Off topic, but:
It's interesting how everyone thinks they're "managers" in "agile" teams.
Scrum Masters, Product Owners. I've even had Designers and QAs trying to make decisions on behalf of the team.
> It's interesting how everyone thinks they're "managers" in "agile" teams.
In scrum in particular, teams are supposed to be "self-organizing and self-managing". Perhaps that's why :-)
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> QAs trying to make decisions on behalf of the team
Oof, hits close.
Suggestion from a QA to implement some feature that is hugely difficult to implement? Business agrees so developers now need to make it happen.
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That sounds like a dysfunctional team to me, to be honest.
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Leadership and Management are two pair of shoes, I get that.
I don't consider Agile bureaucrat positions leadership either.
At best they're clerical support and training. In practice they can become officious ticket minders.
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