Comment by azangru
6 days ago
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.
I'd argue it's not my job to "shield the team". It's my job to enable the team to question "dumb shit" and put them in a position where they can discuss these matters constructively with management (or whomever).
Also - I "deal" with underperformers because my team needs to deal with them. It all comes back to "what benefits the team".
I see that there are a lot of different varieties of agile coaches out there.